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08/14/2007 - City Council Special SPECIAL CITY COUNCIL MEETING TUESDAY AUGUST 14, 2007 5:30 P.M. EAGAN ROOM-EAGAN MUNICIPAL CENTER AGENDA 1. ROLL CALL AND ADOPTION OF THE AGENDA II. VISITORS TO BE HEARD III. REVIEW PROPOSED 2008 GENERAL FUND OPERATING BUDGET -p, 2, IV. REVIEW PROPOSED 2008 CIVIC ARENA OPERATING BUDGET Z I V. DISCUSS COMMUNITY INVESTMENT FUND STATUS & CONSIDERATION OF ALLOCATION FOR OPEN SPACE PRESERVATION -P.G-1 VI. DISCUSS ALL OTHER FUND BALANCES VII. OTHER BUSINESS VIII. ADJOURNMENT Agenda Information Memo August 14, 2007, Special Eagan City Council Meeting 1111. 2008 PROPOSED TAX LEVY AND GENERAL FUND OPERATING BUDGET DIRECTION TO BE CONSIDERED: • To provide direction regarding the 2008 proposed tax levy, which will be placed on the September 4, 2007, regular City Council meeting agenda for approval and certification to Dakota County. • To provide public policy direction to the City Administrator regarding any questions and/or revisions to the proposed 2008 General Fund Operating Budget. FACTS: • Preparation of the 2008 preliminary General Fund budget began this past April, with departments each submitting budget requests in June. • Since that time, the budget team-City Administrator Hedges, Director of Administrative Services VanOverbeke, Chief Financial Officer Pepper, and Assistant to the City Administrator Miller-have met with each of the departments to finalize the City Administrator's recommended budget. Finance Intern Zach Stegenga has been a tremendous help in coordinating material for the new format. • The general narrative is laid out in a fashion similar to previous years. The individual department budgets are presented the manner begun with the 2007 budget incorporating additional information continuing the process of enhancing the budget to become a better and more comprehensive planning, policy, and communications tool. • The department directors will be present at the meeting to respond to any questions the City Council may have about the proposed budget. • The City must certify a proposed tax levy to the County Auditor, adopt a proposed budget, and select dates for the initial and continuation truth in taxation hearings no later than September 15. Formal City Council action to comply with those requirements is currently scheduled for the September 4, 2007 regular City Council meeting. Material prepared for that meeting will incorporate direction received at this workshop as well as at the August 28 workshop. ATTACHMENTS: • A three-ring binder containing 2008 tax levy and General Fund Operating Budget information is provided. Agenda Information Memo August 14, 2007, Special Eagan City Council Meeting IV. 2008 PROPOSED CIVIC ARENA OPERATING BUDGET ACTION TO BE CONSIDERED: To approve the 2007-2008 ice rental rates, to approve the 2008 Civic Arena operating budget, and to approve the 2007 purchase of 2008 capital outlay items. FACTS: • The Civic Arena Budget is being presented in advance of the other Enterprise Funds due to the fact that the Civic Arena operations are run on a seasonal basis starting in September as opposed to the calendar year. This is consistent with the practice established over the past few years. • The budget as presented is balanced, provides for the appropriate level of renewal and replacement funds, includes an allocation for capital equipment, and annual debt service. It is presented in a fashion consistent with the revised format for all other budgets and provides for continued successful arena operations continuing to build on the successes of the enterprise. • Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City Administrator Hedges, Director of Parks & Recreation Seydell Johnson, Director of Administrative Services VanOverbeke, and Chief Financial Officer Pepper have reviewed the proposed rates, revenue estimates, and expenditure requests included in this budget. • The proposed budget is based on ice rental rates being increased slightly for the 2007-2008 season. • The budget is supported entirely by user fees with no tax dollars used as a revenue source. • Since the Civic Arena operates on a season that overlaps two fiscal years, it is important to begin the 2008 capital outlay improvements in 2007 in advance of the new ice rental season. • The proposed capital outlay improvements are presented as part of the proposed 2008 Civic Arena operating budget. ATTACHMENTS: Enclosed on pages through is a copy of the proposed Civic Arena 2008 budget including rate information, revenue and expense information, capital outlay information, and all related material. 2008 Civic Arena Budget Traditionally, the Civic Arena Budget has been acted upon in advance of the other Enterprise Funds and the General Operating Budgets due to the fact that the Civic Arena operations are run on a seasonal basis starting in September as opposed to the calendar year. To provide for proper communication with the various organizations and individuals that are users of the facility, it would be helpful to have rates, revenues and expenditures all formally set by City Council action at the August 14, 2007 special meeting. A rate change is being recommended and the rates would officially be effective September 1, 2007. The budget including the revenues, expenditures, and capital improvements covers the calendar year 2008. Approval to begin purchasing 2008 capital items during calendar year 2007 is also scheduled for consideration in formal action at the August 14 meeting. Campus Facilities Manager Vaughan, Superintendent of Operations Mesko, City Administrator Hedges, Director of Parks & Recreation Seydell Johnson, Director of Administrative Services VanOverbeke, and Chief Financial Officer Pepper have reviewed the proposed rates, revenue estimates, and expenditure requests included in this budget. The budget as presented is balanced, provides for the appropriate level of renewal and replacement funds, includes an allocation for capital equipment, and annual debt service. Hourly ice time rental rates are proposed to change; however, Eagan's rates remain competitive while slightly below the average of surrounding ice arenas. The proposed hourly rates continue to aggressively price non-prime time ice rental. The strategy, which has been very successful over the years, is to maximize rental hours and therefore total revenue, even though the hourly rate is lower than nearly all of the competing arenas. The proposed 2008 budget is presented in the revised format instituted in 2007 and is consistent with the presentation of all other budgets and is enclosed on pages - through Revenues The estimated 2008 revenues are projected to increase to $912,300 compared to the 2007 budget of $851,500. The budget as presented includes a $5 per hour increase to the ice time rental rates. The total increase in revenue results primarily from the increased hourly rates. There is no significant increase in the total projected rental hours. I Hourly Rates The following is a summary of hourly ice rental rates for the surrounding communities/arenas proposed for the 2007-2008 skating season. Proposed 2007/08 Season Rates For Surrounding Communities Hour/ Ice Rental Rates Prime Non-Prime Ci /Arena Time Time Apple Valley $ 170 $ 110 Burnsville 180 135 Farmington 170 120 Inver Grove Heights 175 132 Lakeville 200 145 Richfield 165 135 Rosemount 170 115 South St. Paul 170 140 St.Thomas Ice Arena 200 135 Average Prime Time Rate Excluding High ($200) and Low ($165): $173 Average Non-Prime Time Rate Excluding High $145 and Low $110: $130 The following is a comparison of Eagan's 2006-2007 rates to the rates proposed for the 2007-2008 season. Eagan Hourly Ice Rental Rates Season Approved Proposed User/Use 2006-2007 2007-2008 Eagan Association $ 160 $165 Eastview Association 162 167 High School 170 175 Non-Prime 112 112 Turf 75 75 D floor 40 40 Expenditures On a comparative basis the proposed 2008 budget of $906,600 is increased by 2.85% from 2007 budget of $881,500. The personnel section of the Civic Arena budget continues to reflect the implementation of the recent organizational study with additional modifications to various positions. To better utilize resources and to gain efficiencies, the consolidation of operations between the two enterprise facilities located on the Municipal Center Campus and the Community Center has been further implemented to include the elimination of maintenance worker positions and the 4 change to a maintenance coordinator, custodian, and manager on duty positions. This staffing mirrors the Community Center and provides a higher level of direct contact service as well as a more efficient way to staff the building and supervise recurring part-time staff. As a complimentary facility, the personnel section for Cascade Bay is also presented with this proposed budget to allow the City Council to see the total staffing for the campus recreational facilities. In addition to the regular employees included in the tables, the proposed 2008 budget includes $160,000 in wages for seasonal employees compared to $150,000 in the 2007 budget. The above referenced changes result in the personal services budget increasing by $10,200 or 2.4%. Various line items reflect relatively minor changes to incorporate current costs and operational changes. However, the $2,000 reduction in line item 6327 (Sporting Event Officials) reflects a change in business practice. For several years, the Civic Arena has hired and scheduled announcers, timekeepers, and police security for Eagan High School hockey games as part of their annual ice rental contract. Administratively this is handled by every other school individually, so to maintain a level of consistency with other ISD 196 practices, the Civic Arena will no longer hire or schedule sporting event officials/announcers/timekeepers. While the police security is not covered under this budget number, the scheduling and payment of this service will also be handled directly by the school district. Capital Expenditures Consistent with the practice implemented with the 2004 budget, the 2008 expenditure line items show an account for a capital outlay allocation with an appropriation of $10,000. Civic Arena capital needs can best be addressed by setting aside some money from each year's operations through the operating budget process and combining that with the use of available retained earnings. These resources provide for capital needs to renew and enhance the facility beyond what is available through the renewal and replacement account. This process clearly designates a Civic Arena use for retained earnings while preventing spikes in annual operating budgets caused by fluctuating capital needs. Enclosed on page is a list of proposed 2008 capital items for consideration. There are no renewal and replacement items included which would be funded by the annual allocation set aside from operations for that purpose. The second section includes one replacement item proposed in the 2008 budget that is not funded through the renewal and replacement account. The third section includes new items that would either enhance operations at the arena with the goal of increasing utilization of the facility thereby increasing revenues or by maximizing other revenue opportunities. The proposed 2008 budget includes one new item, that being a continuation of the acquisition of curtains begun in 2007. The third section of the list is funded through the annual capital allocation from the operating budget ($10,000 per year allocation) and from retained earnings as available and appropriate. Enclosed on page / I is an explanation of each of the proposed 2008 capital items. Also enclosed on page is a worksheet showing the infrastructure included in the renewal and replacement funding process. The worksheet shows the cost being recovered and the useful life of each capital item. Enclosed on page is a copy of the 2007 Civic Arena Capital Improvement List - Update showing a current status of each of those capital needs. The following are updates on previous capital improvements made at the arena: • Energy Audit Implementation The facility improvements at the Civic Arena approved by the City Council in 2006 have been completed. The bundled Energy Solutions included: - Addition of High Efficiency boilers to replace hot water heaters. - Retrofit of existing metal halide with high bay fluorescent fixtures. - Dual Plate frame exchanger to replace domestic hot water (using high efficiency boilers) Direct digital controls for Munters dehumidification's units. - New Graphical workstation for equipment operations. The utility bills in 2007 have already shown a decrease in usage specifically from the lighting retrofit. Since the majority of the improvements were recently completed in 2007, tracking is occurring to measure the savings from each of these facility improvements. Six months of operation will give the facility a better benchmark measure to compare the efficiency and savings and allow staff to further refine energy requirements in subsequent budgets. • Arena Softball The additions to the East Arena have been completed. Netting was placed on the ceiling and a center curtain was installed to divide the arena into two separate areas. The completion of the field(s) and introduction of the sport was the goal for 2007. The game was tried by 24 teams during the open house week following a flurry of advertising and direct marketing to existing softball teams. The next step will be to offer leagues starting in March 2008 when the ice is removed. The space has peaked the interest of EAA baseball because it offers separate netted areas for more controlled practices. The ability to divide the spaces also expands opportunities for ice rentals. At the time of final 2008 budget approval staff is recommending that the City Council approve the purchase of the 2008 capital items in the 2007 fiscal year so they are in place for the 2007-2008 operational season. Cash Position Enclosed on page is a copy of an analysis showing the cash position of the Civic Arena Fund from inception through the 2007 budget. In summary, the analysis shows $388,425 in the officially designated renewal and replacement account and $246,319 of retained earnings over the 13-year period. On a cash basis, results from operations vary annually depending primarily on capital acquisitions. The analysis demonstrates that the facility is on firm financial footing and should be able to sustain similar operations into the future absent any significant change to market forces. The following is a recap of the status of the Eagan Hockey Association commitment to the addition of the East Arena. The commitment has been totally satisfied in 2007. Eagan Hockey Association Contributions to Eagan Civic Arena II 9337.1340.3 $500,000 over 10 year period. Payment Number Date Amount Paid Balance Due $ 500,000 1 02/17/98 $ 50,000 450,000 2 Ice Resurfacer 59,500 390,500 3a 05/05/99 25,000 365,500 3b 05/23/00 50,000 315,500 4 06/03/01 50,000 265,500 5 06/03/02 50,000 215,500 6 05/30/03 50,000 165,500 7 06/20/04 50,000 115,500 8 06/09/05 50,000 65,500 9 05/31/06 50,000 15,500 10 05/21/07 15,500 - TOTAL $ 500,000 Payments 1 & 2 were deposited directly to the Civic Arena Fund. All additional payments are to be deposited to the CIF. Summa City of Eapan 2008 Adopted Budget Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Civic Arena is to: • Provide a positive environment for residents and guests of all ages to gather. • Encourage and help build a sense of community through a wide range of recreational and social opportunities. • Provide a high level of service, accessibility and professionalism to expand revenue options to ensure the viability of this resource to the community. The Civic Arena is responsible for the following functions: • Provide a wide variety of ice and dry floor related recreational opportunities for the public to enjoy. • Capture a high level of revenue to offset operational costs, debt repayment and expand the retained earnings capacity to accommodate future growth and expansion. • Protect the city's community investment by maintaining the integrity and value of the building and its amenities. • Create a welcoming atmosphere and solicit input from users to best determine how to meet existing needs and identify future growth opportunities. • On-going analysis of existing operation and research to find ways to expand the opportunities offered year round in order to maximize the capital investment. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Participants in skate school program 1,655 1,800 1,700 1,800 Summer hockey rental hours (June 15-Aug 31) 1,200 1,157 1,100 1,200 Adult league team registrations 30 42 38 40 Dry floor events 9 8 10 10 Prime ice rental hours (Oct 15 - March 15) 3,245 3,233 3,000 3,100 q City of Eapo 2008 Adopted Budget Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Expenditures by Category Overview: The Civic Arena is proposing very few parts & Services & changes from the 2007 budget. The overall budget Personal Other Services Supplies Charges is increased by $25,100, or 2.85% due primarily to S6.60 /o proposed inflationary increases for operations 47.32% 23.7$% supplies and services. The Eagan Hockey Assoc- Merchandise iation completed their final financial contribution to for Resale the construction of the building and is interested in Reserve for 3.20% continuing a financial contribution towards addi- R & R Debt service tional enhancements to the building that have yet to 5.07% 14.03% be identified. The Civic Arena continues to take an aggressive approach to reserving space in the building whether it's ice or dry floor use. The use by figure skaters is expected to grow as the synchronized skating program and Ice Crystals club expands. In general the 2008 budget is projected to maintain the high level of service to renters and guests in the building while closely monitoring the expenses to ensure the long term viability of this facility. Highliaht/Channe 1: Revenue is projected to increase from the 2007 budget based primarily on a proposed $5 per hour fee increase to prime ice time rental rates. The budget also reflects a modest increase to ancillary services including equipment rental and program revenue. Financial Impact: Revenue increase of $30,800 Service Level Impact: This allows the Civic Arena to maintain the highest level of service while preserving a strategic place in the market. Highlight/Change 2: Personnel costs related to regular salaries, wages, and overtime have dropped slightly due to the completion of the Campus Facilities re-organization approved by the City Council. The positions of Campus Facilities Operations Coordinator, full-time Manager-on-Duty, and overnight custodial mirror the operation of the ECC and are expected to provide a higher level of direct contact service as well as a more efficient way to staff the building and supervise recurring part-time staff. Financial Impact: Regular salaries, wages and overtime decrease $1,100, slightly affecting the Personal Services increase. Service Level Impact: This provides a much higher level of direct contact service to guests in the building. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 359,256 $ 389,761 $ 418,800 $ 429,000 Parts and Supplies 51,297 49,541 53,800 59,800 Services and Other Charges 209,449 212,428 213,400 215,600 Capital Outlay 6,883 3,738 - - Merchandise for Resale 37,456 38,511 23,000 29,000 Debt Service 127,869 124,799 126,500 127,200 Reserve for Renewal & Replacement 36,000 36,000 46,000 46,000 Total $ 828,210 $ 854,778 $ 881,500 $ 906,600 I~ My of Eapu 2008 Adopted Budget Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Civic Arena Manager 1 0 0 0 - Campus Facilities Manager 0 0.67 0.67 0.67 1,394 Building Supervisor 1 0 0 0 - Skating School Coordinator 1 1 1 1 2,080 Maintenance Worker (2 @ .5) 1 1 1 0 - CF Maintenance Coordinator (5) 0 0 0 0.5 1,040 Custodian 0 0 0 0.5 1,040 Operations/Maintenance Worker 0 1 0.67 0.00 - MOD 0 0 0.00 0.67 1,394 Clerical Technician 0.2 0.2 0.2 0.2 416 Administrative Coordinator 0 0.33 0.33 0 - CF Operations Coordinator 0 0 0 0.33 686 Total 4.2 3.87 3.87 3.87 8,050 200$ WORK PLAN Activity Routine 1 Respond to public comments or requests via phone or in person 2 Daily maintenance of ice and cleaning of building 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for facility 5 Recruit, hire, train and supervise temporary and part time employees 6 Provide work direction to ensure high level of customer service is maintained 7 Manage staff scheduling and training to meet the demands of the building 8 Provide support to the day-to-day concessions oeration 9 Establish and manage skate school program and auxilliary events 10 Provide input and directions pertaining to policies, budget and general operation of CA 11 Develop and manage capital improvements and long range planning 12 Develop and manage policies & procedures that best meet the needs of the community t! I I My of Bapo 2008 Adopted Budget Operating Budget Aquatic Facility - Cascade Bay Responsible Manager: Cherryl Mesko, Superintendent of Operations POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Aquatic Facilities Manager 1 0 0 0 - Campus Facilities Manager 0 0.33 0.33 0.33 686 Maintenance Worker (2 @ .5 hrs.) 1 1 1 0 - CF Maintenance Coord (.5) 0 0 0 0.5 1,040 Custodian (.5) 0 0 0 0.5 1,040 Maintenance Worker (1 @ .33 hrs.) 0 0.33 0.33 0 - MOD 0 0 0 0.33 686 Clerical Technician 0.4 0.4 0.4 0.4 832 Administrative Coordinator 0 0.67 0.67 0 - CF Operations Coord 0 0 0 0.67 1,394 TOTAL 2.4 2.73 2.73 2.73 5,678 2008 WORK PLAN Activity Routine 1 Respond to public comments or requests via phone or in person 2 Daily mainenance and cleaning of building and pool 3 Manage the building infrastructure to ensure efficient, safe and clean environment 4 Develop promotional materials for seasonal facility 5 Recruit, hire, train and supervise temporary and part time employees 6 Provide work direction to ensure high level of customer service is maintained 7 Develop long range plans and strategies for expanded service 8 Manage staff scheduling and training to meet the demands of the building r City OI Evan 2008 Adopted Budget Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation REVENUE SUMMARY Actual Actual Budget Budget Acct REVENUES 2005 2006 2007 2008 4305 EQUIPMENT RENTAL $ 5,908 $ 7,745 $ 6,500 $ 7,500 4310 PARK PROGRAM REVENUE 124,811 133,384 125,000 128,000 4311 PARK PROGRAM REVENUE NON-TAX 115,246 108,534 121,000 121,000 4312 CONCESSION SALES 61,171 67,619 76,000 71,000 4314 MERCHANDISE SALES 11,825 5,954 - 5,700 4320 MARKETING REVENUE 14,399 13,966 25,000 25,000 4322 VENDING (CITY OWNED) 5,746 5,196 6,000 6,000 4323 VENDING (VENDORS) 10,599 11,685 12,000 12,000 4324 ROOM RENTAL - 19 - - 4325 ROOM RENTAL NON-TAX 80 40 - - 4326 FACILITY/ICE RENTAL 146,910 156,142 125,000 138,100 4327 FACILITY RENTAL NON-TAX 394,940 424,970 385,000 398,000 4822 OTHER REVENUE 4,496 - - - TOTAL CIVIC ARENA REVENUES $ 896,131 $ 935,253 $ 881,500 $ 912,300 3.49% 13 M of Ea n ~ ~ 2008 Adopted Budget, Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 157,649 $166,819 $187,400 $187,300 6112 OVERTIME--REGULAR 117 575 1,000 - 6130 SALARIES AND WAGES-TEMPORARY 136,827 150,306 150,000 160,000 6131 OVERTIME--TEMPORARY 12,157 - 11,800 - 6142 PERA-COORDINATED 21,545 14,260 25,900 12,200 6144 FICA 24,038 23,272 35,100 26,600 6151 HEALTH INSURANCE 317 26,737 - 35,700 6152 LIFE INSURANCE 496 313 - - 6154 DISABILITY - LONG TERM 6,110 515 7,600 6155 WORKERS COMPENSATION - 6,964 - 7,200 TOTAL PERSONAL SERVICES 359,256 389,761 418,800 429,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 796 728 1,000 1,000 6211 OFFICE PRINTED MATERIAUFORMS - - 100 100 6220 OPERATING SUPPLIES-GENERAL 16,249 20,935 17,000 20,000 6222 MEDICAURESCUE/SAFETY SUPPLIES 482 446 600 600 6223 BUILDING/CLEANING SUPPLIES 5,580 7,234 4,500 7,000 6224 CLOTHING/PERSONAL EQUIPMENT 1,023 3,155 2,500 3,000 6230 REPAIR/MAINTENANCE SUPP-GENL 19,064 12,413 18,000 18,000 6233 BUILDING REPAIR SUPPLIES 3,287 2,683 4,500 4,500 6235 FUEL, LUBRICANTS, ADDITIVES 10 24 100 100 6240 SMALL TOOLS 335 - 400 400 6241 SHOP MATERIALS - 22 100 100 6244 CHEMICALS & CHEMICAL PRODUCTS 4,471 1,901 5,000 5,000 TOTAL PARTS & SUPPLIES 51,297 49,541 53,800 59,800 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 266 - 300 300 6314 AUDITING 400 700 400 400 6315 FINANCIAL NON-AUDIT 550 - 800 800 6327 SPORTING EVENT OFFICIALS 1,185 2,645 2,000 - 6346 POSTAGE 307 207 1,200 1,200 6347 TELEPHONE SERVICE & LINE CHG 998 970 1,500 1,500 6348 MATRIX SERVICE & REPAIR 319 - 500 500 6353 PERSONAL AUTO/PARKING 19 187 500 500 6355 CELLULAR TELEPHONE SERVICE 27 (11) 600 600 6357 GENERAL ADVERTISING 6,524 9,207 8,000 8,000 6370 GENERAL PRINTING AND BINDING 440 1,052 1,700 1,700 6385 INSURANCE 6,800 11,000 11,600 12,000 6405 ELECTRICITY 70,523 73,926 66,000 70,000 6410 NATURAL GAS SERVICE 66,262 65,058 65,000 65,000 6457 MACHINERY AND EQUIPMENT $ 2,836 $ 3,286 $ 2,500 $ 3,000 I City of EaPu 2008 Adopted Budget Operating Budget Civic Arena Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget 2005 2006 2007 2008 6475 MISCELLANEOUS $ - $ 44 $ 100 $ 100 6476 CONFERENCES AND SCHOOLS 4,299 3,803 3,300 4,100 6477 LOCAL MEETING EXPENSES 63 49 200 200 6479 DUES AND SUBSCRIPTIONS 212 1,003 800 800 6480 LICENSES, PERMITS AND TAXES 305 286 400 400 6487 VISA/MC BANK CHARGES 3,987 5,862 5,000 6,500 6535 OTHER CONTRACTUAL SERVICES 32,983 20,846 30,000 25,000 6539 WASTE REMOVAUSANITATION SERV 1,724 2,694 4,000 4,000 6569 MAINTENANCE CONTRACTS 8,420 9,614 7,000 9,000 OTHER SERVICES AND CHARGES 209,449 212,428 213,400 215,600 CAPITAL OUTLAY 6640 MACHINERY / EQUIPMENT 6,883 - - - 6660 OFFICE FURNISHINGS & EQUIPMENT - - - - 6670 OTHER EQUIPMENT - 3,738 - - CAPITAL OUTLAY 6,883 3,738 - - MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 37,456 38,511 23,000 29,000 MERCHANDISE FOR RESALE 37,456 38,511 23,000 29,000 DEBT SERVICE 6491 INTEREST 67,495 64,368 60,800 57,200 PRINCIPAL 60,000 60,000 65,000 70,000 6492 PAYING AGENT/BOND DESTRCTN FEE 374 431 700 - TOTAL DEBT SERVICE 127,869 124,799 126,500 127,200 CAPITAL EQUIPMENT ALLOCATION - - 10,000 10,000 RESERVE FOR RENEWAL & REPLACEMENT 36,000 36,000 36,000 36,000 36,000 36,000 46,000 46,000 TOTAL CIVIC ARENA $ 828,210 $ 854,778 $ 881,500 906,600 2.85% 6488 DEPRECIATION & AMORTIZATION EXPENSE $ 198,649 $197,054 $ - $ - I5 I 2008 Civic Arena Capital Improvements List Renewal and Replacement None Sub-total $ - Replacement Items Restroom Cleaning Machine (1/2 Cost) $ 2,000 Sub-total 2,000 New Items Arena Curtain 8,000 Sub-total 8,000 Total Capital Improvements $ 10,000 The cost of the restroom cleaning machine will be shared equally with Cascade Bay at $2,000 each. The additional arena curtains will supplement those purchased through the 2007 budget. Both items will be funded by using the capital outlay allocation set up with the 2004 budget and being funded annually at $10,000. The cumulative balance in that account is carried forward in the unrestricted as unrestricted cash for financial tracking purposes. 2008 Capital Improvements Descriptions Replacement Restroom Cleaning Machine - This new machine will replace the current Kaivac machine and will be shared with Cascade Bay. The new equipment will provide for a higher level of cleaning, particularly for the locker rooms and rest rooms. The existing Kaivac machine will be retained and used to supplement the new equipment as long as it is functional. New Items Arena Curtain - Arena curtains were purchased in 2007 to eliminate the need to rent them for the annual ice show and to provide a more professional appearance for the show. The additional curtains proposed in the 2008 budget would expand the versatility of the ice show or other scheduled events at the Civic Arena, could be rented to other ice arenas for events, or utilized in the gymnasium at the Eagan Community Center for events to be held there. The curtains also provide a sound buffer to allow for additional rental opportunities in the arena. l CIVIC ARENA EQUIPMENT REPLACEMENT CHARGES West Arena Useful life (yrs) Cost Annual Contribution Water heaters (2) 7 4,200 600 Water heater-concession 20 500 25 Resufacer 15 75,000 5,000 Resurfacer Batteries 5 5,000 1,000 Resurfacer Charger 5 2,500 500 Desicant wheel-dehumid 7 6,500 929 Compressors - 4 10 30,000 3,000 Circulation pumps/motors 10 7,500 750 Cooling tower 15 16,000 1,067 Dehumidifier 15 35,000 2,333 Room Furnaces (3) 10 9,600 960 Concession equip 7 7,000 1,000 Skate sharpener 7 7,000 1,000 Rental Skates 6 5,000 833 . tttyf 1.iOEf 4 ids. Total West 184 370,800 25,997 East Arena Water heaters (3) 7 6,300 900 Resurfacer 15 75,000 5,000 Resurfacer batteries 5 5,000 1,000 Resurfacer Charger 5 2,500 500 Desicant wheel-dehumid 7 6,500 929 Compressor (6) 10 36,000 3,600 Circulation pumps/motors 10 7,500 750 Cooling Tower 15 16,000 1,067 Dehumidifier 15 35,000 2,333 Room Furnaces (4) 10 12,800 1,280 #ashrr~ls:....l , Total East 144 362,600 24,359 GRAND TOTAL REPAIR AND REPLACEMENT 733,400 50,355 trrv~r Gltyulifdget' :.0 Total set aside per year since 2002 36,355 2007 Civic Arena Capital Improvements List - Update Renewal and Re lacement Hot Water Heaters $ 6,000 Completed Sub-total $ 6,000 Replacement Items None Sub-total $ - New Items Arena Softball $ 10,000 Completed Arena Curtain 8,000 Completed Sub-total $ 18,000 Total Capital Improvements $ 24,000 ~I h O O N C) C) O 000 0 O 0 U') LO O O N O m 00 O O O O cm N N V O (D (O~ A~ 400 IQ X00 M M M V V h co p 01 r 0 N (D O cD (D cD O co m V N O OOOO h NrM N N C I-r IN M (mD m 62, 6) 69 m h F~, u7 O u) v 0 O~ O O -n ~O LO LO 0 (D m M CO O O O 00 M (D (D N M i/ C c0 O (D V O h O (D R m tri m d pi ' v h y= CD I,. 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R N O (tl C C w (0 N N y C rD- ` N _ ?E o a m ~ m V n (gi~pp CL C-L CL 8 ca CL d 0 O lE `1 .0- CL C r L f0 V r (0 N~ E k w o y~om v (U w~ `A c~ (On is iu a 4 c U a E 0) CD CL '5L _r_ 2 E- 5 X tU L 0 m w H C t0 N N N Y1 N y y O E cu w N E 3a ui y E W U U Q U U Q F~ U FO- d all (D 2-C t Agenda Information Memo August 14, 2007 City Council Meeting V. DISCUSS COMMUNITY INVESTMENT FUND STATUS & CONSIDERATION OF ALLOCATION FOR OPEN SPACE PRESERVATION ACTION TO BE CONSIDERED: To discuss the Community Investment Fund status and consider an allocation for open space preservation. FACTS: • Per the direction of the City Council at the June 12 Council workshop, the City Council's Finance Committee has reviewed the current status of the Community Investment Fund (CIF) and has also discussed a framework for the possible funding of open space preservation. • As the Council will recall, at the June 12 meeting it was requested that the Finance Committee report back to the Council on the status of the CIF at the August 14 Council workshop in order to coincide with the 2008 budget discussions. • After reviewing the status of the CIF and taking into consideration the number of operational and programmatic needs across the City that could be funded through the CIF, the Finance Committee developed a proposed framework for open space funding. • It is the recommendation of the Finance Committee that $60,000 be earmarked from the CIF towards open space preservation. Included in that $60,000 would be $6,000- $7,000 for a public open space survey, $30,000 for a special election, $10,000 for informational materials, and $10,000 to hold an option on available property. • In the context of discussing open space needs and other needs across the City, and per the direction of the City Council, the Finance Committee reviewed the list developed by staff showing capital needs across all City programs that require proper funding into the future in order to maintain their health and function (see attached memo). Many of these items have no alternative funding sources. • Given the lengthy list of potential future needs with no alternate sources of revenue, the Finance Committee concluded that no additional resources beyond the $60,000 are available in the CIF to provide for public acquisition of open space. • The Finance Committee reviewed this list of capital needs at their July 17 meeting, and has asked staff to present the identified capital needs to the City Council as a whole in order that the Council understands the projects and programs competing for CIF funding. [A • It is important to note that the list of capital needs being provided to the City Council is not prioritized, and therefore the City Council will need to give consideration to identifying a future process to prioritize these capital needs, recognizing that information has yet to be received as to the timing of some of the identified needs (i.e. The Fire Department has an active committee working on fire service needs, and upon completion of their work, their recommendations will be provided to the City Council.) • The Finance Committee had also requested additional staff follow up with regard to the various steps that could be required prior to the acquisition of any further green space; which the Committee is prepare to discuss at a future committee meeting. • The City Council is encouraged to discuss both the open space framework being proposed by the Finance Committee as well as the capital needs identified within the context of the CIF. • If any additional information or work is required with regard to the CIF, the Council could consider sending this item back to the Finance Committee for further review and/or recommendations. ATTACHMENTS: • Enclosed on pages through 2 is a memo from Director of Administrative Services VanOverbeke summarizing the current financial status of the CIF and potential long-range capital needs (as determined by Department Directors) that could be eligible for current or future CIF resources. 22, City of Egn To: City Administrator Hedges From: Director of Administrative Services VanOverbeke Date: July 6, 2007 Subject: Community Investment Fund I am sending this memo at your request to provide information regarding the current financial status of the Community Investment Fund (CIF) and to summarize long-range capital needs as determined by Department Directors that might be eligible for current or future resources of the CIF. The request is per the direction of the City Council for subsequent review by the Finance Committee. Background The fund was created in 1992 and fund activities are outlined in provisions of the Eagan City Code as follows after a 1994 Code amendment and operational policy: Sec. 2.79. Community investment fund. Subd. 1. Fund created. There is hereby created a separate fund to be designated as the community investment fund. This fund shall be maintained in the official city records and administered by the finance director in accordance with the provisions of this section and city policy as determined by the council. The following shall be deposited in this fund: A. All surplus moneys in the consolidated debt service bond fund which remain after the costs of each improvement have been fully funded, and which are not transferred to another separate improvement fund. B. All collections of special assessments and taxes levied for the payment of the costs of an improvement which are received after the improvement costs have been full funded. C. Investment earnings generated by the moneys in the community investment fund. D. Any other moneys appropriated by the council or donated for the purpose of the fund Subd. 2. Purpose of fund. This fund shall be used solely to pay the capital costs and council designated start-up operational costs of projects of general benefit to the city. Z:> (Code 1983, § 2.79, eff. 1-1-83; Ord. No. 180, 2"d series, eff. 6-24-94 The following is the policy as referenced in the City Code: COMMUNITY INVESTMENT FUND OPERATIONAL POLICY Administration The Community Investment Fund has been created by the City Council to account for assets remaining in special assessment improvement bond funds upon repayment of all bonds. The fund is to be used solely to pay the capital costs and limited start-up and operational costs of projects of general benefit to the City. Accounting for the fund shall be consistent with all other funds as determined by State Law, the Eagan City Code and all regulatory bodies having jurisdiction. Funding Preference The City Council has established a funding priority system based on projects defined as having both a current and future desirability. Projects which have the greatest potential of general benefit to the Community will be given the highest priority. Projects which have no alternative funding sources and projects which have revenue producing potential will also be given higher priorities. Funding Procedures The City Council shall consider the following general parameters when determining projects to be funded: 1. The project has sufficient community-wide benefit as determined by a review of its intended users, the degree to which it addresses a community-wide need or problem, and its consistency with other City goals, programs or policies. 2. The project to be funded would be unlikely to occur but for the use of the Community Investment Fund. 3. The Community Investment Fund is not replacing funding from another previously programmed or available source. 4. The project has been included in at least two consecutive formally-approved capital improvement programs. 5. An estimate of the ongoing annual operating and maintenance costs has been made and the source(s) for paying such costs identified. The original approval in 1992 included much more detail limiting the use of the principal (more of an endowment approach) and in outlining procedural steps for appropriation. The amendment allowed the money, including principal, to be used so that current community needs could be addressed and provides much more flexibility for use of the resources. zq t Historical Financial Activities The following tables indicate where the resources used in the CIF have come from per the City Code and Policy and where the money has been spent resulting from City Council actions. (in Millions) Sources: Closing Bond Funds $13.85 Interest Earnings on Investments $4.08 Interest on Advances $0.41 Assessment Activity $0.95 Other $0.03 Total $19.32 Uses: Municipal Center/Police & Admin $ 6.67 Municipal Center Campus Site 0.71 Civic Arena 0.52 Fire Administration 1.37 Fire Station 1 0.25 Fire Station 2 0.20 Central Park 1.14 Aquatic Facility 5.14 Miscellaneous 0.01 Total $16.01 The difference between the sources and the uses results in a fund balance of approximately $3.31 million at December 31, 2006. Included in the fund balance is approximately $.85 million in receivables making the available cash balance $2.46 million. The receivable along with related interest is being collected at approximately $80,000 per year through payments from the Eagan Convention and Visitors Bureau and Cascade Bay. At the current cash balance, interest earnings will be approximately $100,000 per year. The use table also reflects the City Council 2006 action to remove consideration of repayment of the $1,000,000 advance to Cascade Bay, which is now reflected as a cash payment. Although not reflected in either the cash or fund balance positions, the fund also includes $1.35 million dollars in special assessment receivables as of 12-31-06. Approximately $1.25 million is in green acres status and will be collected only upon certain conditions (primarily sale or development); of that amount slightly over $1.0 million relates to the McCarthy property. Potential Future Needs The following table lists the long-range capital needs as determined by Department Directors for current or future resources of the CIF. Staff has not prioritized the list or reviewed it in detail to determine consistency with the established CIF operational policy. I believe the list is consistent with the City Council's desire to undertake a comprehensive review of potential community needs, the use of the CIF balances, and potential project funding options. The table does not reference acquisition of any additional land for parks and/or open space desires. It also does not differentiate between enterprise activities and general government activities. Background detail is not provided in this summarized presentation, but can be made available for discussion, if desired. Parks and Recreation Central Park: Install irrigation and service building to ellipse area $ 225,000 Cascade Bay: Various repairs and improvements 460,000 Additional features: Three cascading hot tubs 250,000 Arcade 150,000 Additional nine holes mini-golf 175,000 Civic Arena: Studio rink 1,000,000 Update sound system 50,000 Mezzanine upgrades 500,000 Community Center: Replace fitness equipment 250,000 Building improvements 155,000 $ 3,215,000 Comm unity_DeveloQment Additional public amenities at Cedar Grove $ 300,000 Municipal Center Campus improvements 350,000 Pilot KnobNankee Doodle Community Monument or City Entrance Monuments 250,000 $ 900,000 Fire Replace Unit 1231, a 1980 fire engine $ 550,000 Replace Unit 1209, a 1973 rescue 125,000 Replace Unit 1210, a 1985 brush truck 275,000 Remodel fire station 2 to accommodate 6 resident dorms 600,000 Add fire station 6 5,000,000 Replace four fire engines purchased in 1988 2,200,000 Pkg lot/vehicle burn site for car fires and rescue tng (River Valley Acres site) undetermined $ 8,750,000 Police Offsite Evidence/Property Vehicle Storage $ 175,000 Roadway repairs to the shooting range 22,240 $ 197,240 Communications City Council Chambers equipment replacement $ 260,000 Broadband technical and financial consulting experts 75,000 BECT facilities undetermined $ 335,000 Public Works The CIF could potentially assist with transportation needs which are defined in the recently approved 2008 - 2012 CIP and are not reproduced in this list. Administration and Administrative Services (None) 2~2 I Conclusion As the community matures, the nature of the major capital needs continues to transition from building new facilities to improvements, enhancements, and major maintenance including renewal and replacement of existing facilities. The use of over $16 million of CIF funds to date to construct and improve City facilities clearly demonstrates the commitment of the elected officials to financial stewardship and to making financial decisions that are in the best long-term interests of the City. This commitment results in a continuing need to balance the tendency to allocate resources to today's interesting/desirable projects against future needs for what may be higher priority projects in the bigger, long- term picture. Assuming that the City continues to exercise the fund discipline across all City resources (spending available resources on purposes for which the resources were raised) that has been adhered to over the years and that there are a relatively finite amount of discretionary resources available through the CIF, consideration of taxes will likely be important for future funding decisions. It will likely be a challenge to use available reserves on the "right" projects and to limit the tax impact after or while the available (CIF) reserves are spent. In my opinion, the most problematic future funding challenges for the City include the Equipment Revolving Fund and the General Facilities Renewal and Replacement Fund. These funds are both financed annually through an allocation of the tax levy and appropriations are made within policy parameters approved by the City Council. Both funds were established in part to take cyclical capital/major maintenance needs/appropriations out of competition with on-going operational requirements to provide a consistent level of service to the community. Equipment Revolving Fund This fund is used to account for the financing of the general government services (excludes enterprise funds and Cable TV/Communications needs) portion of the PartII CIP. Most vehicles and equipment costing more than $10,000 are purchased through the Part II CIP. The 2007 payable levy is $905,440, although annual appropriations are based on need and not on the tax levy for that particular year. This fund and funding process have worked very well since the 1993 establishment. The major limitation is the cost of certain pieces of equipment, primarily related to fire protection as demonstrated in the future needs section of the memo. Those costs simply exceed the ability for financing under current fund parameters. Consequently, the purchase of major pieces of equipment has and will continue to require funding sources outside this annual allocation. Given the fact that most equipment is replacement and not new and is used to meet current levels of public service, there is little discretion in terms of providing replacement. That discretion can be exercised primarily on the I margins in terms of the type of equipment and somewhat related to minor timing decisions, but typically not on need. General Facilities Renewal and Replacement Fund This fund was recently established to provide financing for the renewal and replacement of the City's general government facilities (excludes enterprise funds and Cable TV/Communications needs). The 2007 tax levy is $134,010 and while an important component of the levy, it probably is not at a level necessary to adequately finance future needs. For example, the roof replacement for Fire Station 5 is estimated to cost $60,000. Obviously, renewal and replacement will continue to become more prominent as City facilities age. General Observations • Once available cash balances are spent or committed, the only readily available source of new money will be through the tax levy in one of two processes; to either tax, save and purchase or to bond, purchase, and tax. The result is the same, only the order and referendum requirements are different. • The City can issue capital improvement bonds without a referendum; however, subject to a number of conditions including provisions for a reverse referendum, for construction of fire facilities. • Fire equipment could be purchased with equipment certificates that can be issued for a period up to 10 years. The City has been reluctant to use this credit card approach for purchasing equipment, especially when it involves stacking debt service payments. • Issuing bonds for the purchase of land for parks/open space would require a referendum under nearly all circumstances. • In a levy limit environment debt service levies are typically outside the State imposed levy limits. All other levies including saving for future capital needs are typically subject to the limits. Consequently, a "saving levy" may end up competing with an operations levy, if constraints are very tight. Please let me know, if you would like to discuss this information or if there is anything else you feel would be helpful in providing background information for the City Council. Director of Administrative Services VanOverbeke cc: Chief Financial Officer Pepper Agenda Information Memo August 14, 2007, Special Eagan City Council Meeting VI. FUND BALANCES ACTION TO BE CONSIDERED: To review the information provided regarding the fund balance status of the City's various funds and to provide additional direction to staff and/or the Finance Committee, if any additional review is desired. FACTS: • As a follow up to a detailed review of the status of the Community Investment Fund, staff has been directed to present information to the City Council concerning the fund balance status of all of the City's various funds. • The Community Investment Fund has been reviewed by the Finance Committee and a report on their work discussed as an earlier agenda item. ATTACHMENTS: Enclosed on pages through ~ is a copy of a memo from Director of Administrative Services VanOverbeke providing information regarding the financial status of the various City funds as of December 31, 2006. I Eapn ma City of TO: City Administrator Hedges FROM: Director of Administrative Services VanOverbeke DATE: August 2, 2007 SUBJECT: Fund Status At your request, I am providing this background information regarding the financial status of the various City funds along with general information about the source of those funds and any restrictions on the use of the funds. The memo is arranged in the following three sections: Section I. Included is a brief description of each City fund with fund purpose and information about sources and uses of resources. The description is a combination of accounting/legal requirements and information and specific application to Eagan's circumstances. The December 31, 2006 Financial Report includes 38 separate City Funds with each fund considered a separate accounting entity. Certain debt service and capital projects funds are combined in this memo because of their similarities. Section II. Included in Section II is a table listing the various funds or fund combinations with fund balance and investment amounts. The narrative in advance of the table and the footnotes provide general information regarding the table and circumstances unique to the individual funds. Section III. Section III identifies some public policy considerations that should perhaps be considered in discussions regarding appropriate uses of fund and/or investment balances. Section I. GENERALFUND Purpose/Sources & Uses of Resources The General Fund is established to account for the revenues and expenditures to carry out basic governmental activities of the City such as general government, public safety, public works, and parks and recreation. Revenue is recorded by source; i.e. taxes, licenses and permits, fines and forfeits, service charges, etc. General Fund expenditures are made primarily for current day-to-day operations and operating equipment and are recorded by major functional classifications and by operating departments. This fund accounts for all financial transactions not properly accounted for in another fund. r SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for revenues derived from specific taxes or other earmarked revenue sources. They are usually required by statute or local ordinance to finance particular functions or activities of government. Enhanced 9-1-1 Purpose/Sources & Uses of Resources This fund was established to account for the resources provided by the State for the City's provision of 9-1-1 services as a PSAP location. As of 1-1-2007, all future enhanced 9-1-1 dollars are directed by the State to the DCC as part of the consolidated PSAP dispatching. The available balance is expected to be used as partial payment for the City's share of eligible capital obligations to the DCC, pending future formal City Council action. Housing Fund Purpose/Sources & Uses of Resources This fund accounts for the proceeds of an annual fee equal to 1/8 of 1 % of the outstanding principal balance of certain revenue bonds or obligations issued to finance multifamily housing developments in accordance with the City's housing program and housing plan. It also accounts for the activities of the Housing and Redevelopment Authority in and for the City. The fund will be used to finance future housing-related developments within the City as determined by the City Council. Cable TV Franchise Fees Fund Purpose/Sources & Uses of Resources This fund was established to account for franchise fees paid to the City from Meredith Cable (now Comcast), the area cable television provider. The money is restricted for cable-related and communications activities. The City provides funding for the Burnsville/Eagan Cable Communications Commission and its General Fund Communications Department from this fund. Police Forfeiture Fund Purpose/Sources & Uses of Resources This fund was established to account for the proceeds from court ordered forfeitures. The money is restricted for police related activities by court order and state statute. Recycling Fund Purpose/Sources & Uses of Resources This fund was established to account for the implementation and on-going operation of the City's recycling program. Funding is provided primarily from Dakota County grants and is restricted to recycling activities. Cedarvale Special Services Fund Purpose/Sources & Uses of Resources This fund was established to account for the Cedarvale area special services district. This designation allows business owners in the area to pay for and receive special services beyond those provided to the remainder of the community. i I DWI Forfeiture Fund Purpose/Sources & Uses of Resources This fund was established in 2006 to account for money received from the court system related to DWI forfeitures. The money accounted for in this fund is restricted for Police operations. DEBT SERVICE FUNDS Debt Service Funds are established to finance and account for the payment of interest and principal on all general obligation debt, including debt payable from special assessments but excluding debt issued for and serviced by a governmental enterprise. Provisions are made in the City's general property tax levy for money sufficient to meet the general obligation debt. Special assessment levies are sufficient to meet the debt service obligation of the special assessment improvement debt issues. Assessments on City Property Fund Purpose/Sources & Uses of Resources This fund is financed from an annual tax levy as necessary and is used to pay the City's share of special assessments on benefiting property that the City owns. Special Assessment Improvement Bond Funds Purpose/Sources & Uses of Resources In general, balances in debt service funds are pledged to repayment of the bonds and cannot be appropriated until the bonds have been retired. By City Council policy, these balances are allocated to the Community Investment Fund after all other Special Assessment Improvement Bond Funds have been determined to be financially sound. CAPITAL PROJECTS FUNDS Capital Projects Funds are established to account for the resources expended to acquire assets of a relatively permanent nature. (Special revenue and enterprise fund resources are not included in this category.) These funds evolve from the need for special accounting for bond proceeds, grants, and contributions for the acquisition of capital assets. Capital Projects Funds provide a formal mechanism that enables administrators to ensure that revenues designated for certain purposes are properly used. Capital Projects Funds further enhance reporting and verification that requirements regarding the use of revenue were fully satisfied. The City's Capital Projects Funds are as follows: Park Site Acquisition & Development Fund Purpose/Sources & Uses of Resources This fund is a combination of the Park Site Fund, which accounted for park dedication fees from developers for the purpose of obtaining and developing parklands, and the Park Acquisition and Development Grants Fund, which accounted for parks-related grant proceeds and corresponding expenditures. The budget for this fund is approved by way of the five-year Capital Improvement Program adopted by the City Council ~55 ' i Community Investment Fund Purpose/Sources & Uses of Resources This fund is financed primarily from special assessment collections remaining after all debt service obligations are met in special assessment debt service funds. The fund is used to pay capital costs and City Council designated start-up operational costs of projects of general benefit to the City. Tax Increment Funds Purpose/Sources & Uses of Resources These funds are each set up to account for the revenues and expenditures related to the individual tax increment districts approved in the City. The City's Tax Increment Funds are as follows: • Sperry Tax Increment Fund (Closed in 2007) • Hwy 55/149 Tax Increment (2-3) Fund • 1-494/Dodd Road Tax Increment (2-2) Fund • Cedar Grove/Hwy 13 Tax Increment Fund • Hwy 55/Blue Gentian Tax Increment (2-4) Fund • Southeast Eagan Tax Increment Fund Equipment Revolving Fund Purpose/Sources & Uses of Resources In 1989, the City implemented the Equipment Revolving fund with the long-range objective of funding capital equipment purchases with a dedicated portion of the operating levy, eliminating the need to borrow via equipment certificates. The City has been successful in this effort; 1997 was the last year equipment certificates were issued. A secondary objective was to remove operating budget fluctuations from the General Fund departments caused by large capital purchases. The use of this fund better facilitates overall planning for these large expenditures. General Facilities Renewal Fund Purpose/Sources & Uses of Resources This fund was created to account for the tax levy collected for providing resources to allow for major repairs for the City's general facilities. Revolving Improvement Construction Fund Purpose/Sources & Uses of Resources This fund is used to account for all construction costs for public improvement projects that will be permanently financed by bond sales with debt service payments made from special assessment collections. Utility Trunk Funds Purpose/Sources & Uses of Resources The City's utility trunk funds are used to account for the collection and expenditure of money used to provide over sizing for utilities. The revenues come primarily from area assessment charges and from connection charges. The primary purpose of each trunk fund is to complete construction of the required utility infrastructure across the entire community necessary for full development. Available resources after completion of the original construction are generally earmarked for renewal and replacement of those L systems. The following trunk funds are in place and fund titles describe activities accounted for within each fund. Storm Sewer Construction Fund Water Trunk Construction Fund Sanitary Sewer Trunk Construction Fund Maior Street Construction Fund Purpose/Sources & Uses of Resources This fund operates similarly to the utility trunk funds; however, streets cannot be classified as utilities. Financing derives from the tax levy, Municipal State Aid, and interest earnings. Expenditures are used to pay the City's share of collector streets, county roads, certain trails, signal lights, etc. INTERNAL SERVICE FUNDS Internal service funds are established to account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost-reimbursement basis. Records are maintained on the accrual basis. Benefit Accrual Fund Purpose/Sources & Uses of Resources This fund's revenues are derived from direct labor charges to other City funds. All benefits are accrued and paid by the Benefit Accrual Fund. Risk Mana ement Fund Purpose/Sources & Uses of Resources This fund's revenues are derived from general insurance premium charges to other City funds. This fund purchases general insurance with certain deductibles and pays all uninsured claims. Workers' Compensation Self-Insurance Fund Purpose/Sources & Uses of Resources This fund's revenues are derived from charges to other City funds. Workers' compensation claims are paid directly from this fund. Premiums for workers' compensation reinsurance coverage required by state statute are paid by this fund as well. ENTERPRISE FUNDS Enterprise Funds are established to account for the financing of self-supporting activities of governmental units which render services to the general public on a user charge basis. Records are maintained on the accrual basis of accounting. The reports of the Enterprise Funds are similar to comparable private enterprise reports and are self-contained. Creditors, legislators, or the general public can evaluate the performance of the municipal enterprise on the same basis as they can the performance of investor-owned enterprises. Public Utilities Funds Purpose/Sources & Uses of Resources The operations of the water, sanitary sewer, street lighting, and storm drainage/water quality utilities provided by the City are accounted for in this fund. Civic Arena Fund Purpose/Sources & Uses of Resources The City's Civic Arena contains two sheets of ice that are in use about eleven months of the year for ice skating and hockey games. All arena operations including dry floor activities are accounted for in this fund. Aquatic Facility Fund Purpose/Sources & Uses of Resources Cascade Bay, an outdoor recreational pool with slides a "lazy river," and miniature golf course operates during the summer months. Its operations are accounted for in this fund. Community Center Fund Purpose/Sources & Uses of Resources This fund accounts for all activity related to the Community Center with its variety of programs and uses. The outstanding bonds used to finance the construction of the Community Center, although supported by a tax levy, are accounted for in this fund. Fiber Conduit Ring Purpose/Sources & Uses of Resources This fund was established to account for the City costs related to construction of the 11.5-mile conduit ring installed in conjunction with the Independent School District 196 fiber project. Section IL In reviewing the available balances included in the table, the following general parameters should be noted: (1) In certain funds, there is little difference between investments and fund balance while in others there are large differences. The differences relate primarily to how many receivables and payables exist and how the receivables are accounted for in the particular fund. (2) Certain of the designations between reserved/designated and unreserved/undesignated are accounting requirements, others are in place by City Council action meaning the City Council could change them, and others are there by State Statute. Per accounting standards, deficit fund balances all become undesignated because there is nothing to designate; however, when assets become available the fund balances will be designated for the purpose of the specific fund. (3) The size of the balances should be kept in perspective relative to the assets in the particular funds. For example, the Public Utilities Enterprise funds include capital assets with a historical value of over $249 million. (4) The appropriate level of cash and/or fund balance will vary by fund depending upon working capital requirements, future fund obligations, and circumstances unique to particular funds. GOVERNMENTAL ACTIVITIES Fund Balance Reserved/ Unreserved/ 7_ i Cash & Fund Name Designated Undesi nated Total Investments General 1 1,863 10,270,175 10,272,038 11,402,215 Special Revenue Funds: Enhanced 9 1-1 225,122 f 225,122 223,037 Housing (2) 2,272,457 - 2,272,457 11382,431 Cable TV Franchise Fees 2,121,357 - 2,121,357 2,110,635 Police Forfeiture 13,124 - - 13,124 12,997 Recycling 11,494 11,494 11,381 Cearvale Special Services 3,830 - 3,830 3,792 DWI Forfeiture ~ 18,882 18,882 18,865 Subtotal Special Revenue Funds 4,666,266 - 4,666,266 3,763,138 Debt Service Funds: (3) Assessments on City Property 41,818 ! - 41,818 41,409 S ecial Assess Imp Bonds (4 3,366,851 1,898,359 ' 1,468,492 1,399,926 Subtotal Debt Service Funds 3,408,669 1,898,359 1,510,310 1,441,335 Capital Projects Funds: Park Site Acquisition & Devel 2,228,305 2,228,305 2,210,416 Community Investment (5) 904,599 2,403,374rt 3,307,973 2,461,510 Tax Increment (6) - (21,217,659) (21,217,659) (20,591,784) Equipment Revolving - _896,219 896,219 -----888,789 General Facilities R & R 248,428 248,428 303,767 _ Revolving m _ Construct t (7) (4~1 81,0 42 1 ~ . . (4,181,042) (2869 119) Utility Trunk Funds: 5,387,650 4 Storm Sewer 5,463,801 - 5,463,801 Water 4,487,870 Sarnta Sewer 6,977,365 ~ 4,487,870 ; 4,439,694 - --ry 6,977,365 6,904,178 Major Street Construction 16,820,852 - 16,820,852 17,590,945 ~ Subtotal Capital Projects Funds 38,027,439 22,995,327 15,032,112 16,726,046 Internal Service Funds: I Benefit Accrual - 5,361,975 5,361,975 7,594,185 Risk Management - - - - - - 2,310,047 1 2,310,047 2,287,373 Workers' Com ensation Self-Ins - 3,236,847 3,236,847 3,189,825 Subtotal Internal Service Funds - 10,908,869 10,908,869 13,071,383 Total Governmental Activities 46,104,237 (3,714,642) 42,389,595 46,404,117 BUSINESS-TYPE= ACTIVITIES Retained Earnings Reserved/ Unreserved/ Cash & Fund Name Designated Undesi nated Total Investments Enterprise Funds: Public Utilities 23,801,021 49,987 053 73,788,074 34,886,649 Civic Arena 352,425 653,452 1,005,877 593,755 - - - . . Aquatic Facility - 508,870 2,394 698 2,903,568 406,364 Community Center - 582,351 3,383 592 3,965,943 2,593,054 Fiber Conduit Rin - 250,656 250,656 248,186 Subtotal Enterprise Funds 25,244,667 56,669,451 81,914,118 38,231,636 Total Business-Type Activities 25,244,667 56,669,451 81,914,118 38,231,636 Grand Total City 71,348,904 52,954,809 124,303,713 84,635,753 Fiduciary Dollars--Drug Task Force - - 601,731 Grand Total Investments Ties to total investments-page 124 financial re ort 85,237,484 I ~ Notes: (1) The General Fund cash balance includes $1,385,089 held by the City in escrow deposits to provide reimbursement for City costs related to development. The money does not technically belong to the City. (2) The Housing Fund is owed $840,000 by Cascade Bay as of 12-31-06. The loan is being repaid in annual installments with the last installment due in 2018. The original loan amount was $1,200,000 and the first payment was made in 1999. (3) The General Obligation Recreational Facilities Bonds sold to finance the Community Center, although supported by a tax levy, are accounted for in the Community Center Enterprise Fund. (4) The deficit position in the unreserved/undesignated fund balance reflects costs that have been incurred by the City but not permanently financed through a bond sale. (5) Advances/loans to other funds total $775,549 and the fund includes a reserve of $129,050 for debt service on the Ice Arena Bonds. Although not reflected in either the cash or fund balance positions, the fund includes $1.35 million in special assessment receivables at 12-31-06. Approximately $1.25 million is in green acres status and will be collected only upon certain conditions (primarily sale or development); of that amount slightly over $1.0 million relates to the McCarthy property. (6) The Cedar Grove Tax Increment Fund includes an asset of $11,059,505 for property being held by the City. The City has historically financed most TIF activity internally with the resulting internal borrowing repaid through tax increment generated by the development. Some of the TIF costs could also be financed through bonding with subsequent tax increment used to pay the external bondholders. (7) The deficit position in the Revolving Improvement Construction Fund results from the City's practice of financing the construction internally and bonding later. That process allows the City to reduce bonding amounts because assessment prepayments can be used to pay for initial construction rather than for debt service. Section III. PUBLIC POLICY General public policy issues regarding the use of balances and appropriate levels of balances in the various funds include the following: Fund Integrity The City's past practice has been to place a high priority on fund integrity meaning that money raised for and being accounted for in a particular fund would be used for the purpose for which it was raised and not made available for other purposes as general revenue. For example, the City's Cable TV Franchise Fees Fund has not been used to provide general government services but has been restricted to Cable TV and communications special purposes. The primary exception to that process involves funds where the original purpose has been met and there are remaining assets. The City Council has the discretion in most cases to appropriate the residual assets of that fund to any other authorized public purpose. The creation of the Community Investment Fund formalized the method for dealing with remaining assets in the Special Assessment Debt Service Funds. ~7 Highest Priority Funding Items As assets become available, the City is typically faced with the issue of allocating them now or saving them for later in an attempt to get the best long-term return on the resources. Today's project may not be the highest priority over a period of time and it is necessary to strike a balance between short and long-term perspectives. Credit Ratings In spite of very rapid growth and tremendous infrastructure demands, the City has been able to maintain and increase its credit ratings from the bond rating agencies over the years. There are a number of rating factors that have been favorable for the City and have resulted in this very positive outcome. One of the most obvious and clearly noted in the rating reviews has been the City's conservative financial operations resulting in favorable reserves. The agencies have consistently noted a strong trend of prudent management. Please advise, if you want to discus this information or if you would like anything else. 9 tk) Direc f Administrative Services cc: Chief Financial Officer Pepper r ~v City of Eagan wwxnyofeagx.om 2008 Proposed Tax Levy and General Fund Operating Budget Proposed 2008 General Fund Budget Table of Contents Page Introductory Narrative 2-20 Comparison of Market Value and Tax Capacity 8 Comparison of Tax Levy for Operations & Tax Capacity Rates 9 Allocation of 2007 & 2008 Property Tax Levies 9,10 Comparison of Levy for Debt Service & Market Value Ref Rates ..............................10 Tax Impact of Market Value Referendum Debt Service Levy 11 Comparison of Total Levy 11 Comparison of State TnT Hearing Requirement ........................................................11 Eagan Property Tax Impact - History 12 Tax Impact of Average Eagan House Value 12 Tax Impact of Levy Reductions/Increases 13 Comparison of 2007 & 2008 Expenditure Allocations 14 Breakdown of Proposed 2008 Personnel Changes 16 General Fund Explanation of Increases 17 Tables of Supplementary Sources and Uses 18 General Fund Fund Balance Table 19 Truth-in-Taxation Hearing Dates 19 Public Policy Issues 20 Per Capita Expenditure Comparison 21 City Property Tax Comparison 22 Comparative Summary of Revenues 23 Detail of Revenue Estimates by Line Item 24 Comparative Summary of Expenditures 27 Comparative Expenditures by Department by Type 28 Department Narratives & Detail Line-Item Budgets 32-132 Mayor & Council 33 Administration 37 Administrative Services-Information Technologies ..................................................41 Administrative Services-City Clerk 45 Administrative Services-Finance 49 Legal 53 Community Development-Planning/Economic Development 55 Community Development-Protective Inspections 59 Communications 63 Administrative Services-Human Resources 67 Police-Administration 71 Police-Patrol 77 Police-Investigations 81 Police-Support Services 85 Fire-Administration 89 Fire-Inspections/Prevention 95 Fire-Operations 99 Public Works/Engineering ........................................................................................101 Streets & Highways 105 Central Services Maintenance 109 Parks & Recreation-Recreation/Administration 113 Parks & Recreation-Parks 119 Tree Conservation 123 Building Maintenance ...............................................................................................129 1 Memo City of Eapn TO: HONORABLE MAYOR AND CITY COUNCILMEMBERS FROM: CITY ADMINISTRATOR HEDGES DATE: AUGUST 10, 2007 SUBJECT: PAYABLE 2008 PROPERTY TAX LEVY, PRELIMINARY GENERAL FUND OPERATING BUDGET AND BUDGET INFORMATION Introduction/Highlights This proposed budget presents the City Council with an opportunity to continue providing the current level of services. It also provides an opportunity to enhance funding for the Major Street Fund (dedicated to the new „Overpasses and Interchanges account) and to the General Facilities Renewal & Replacement Fund. The following highlights explained in more detail in the complete narrative provide a summary of relevant facts: ➢ After providing for a .8% inflationary increase in the market value of the average valued house in Eagan as determined by the County Assessor (increasing from $278,920 to $281,208), there is a 3.0% increase in overall City taxes for payable 2008 (increasing from $709 to $730) on that sample property. ➢ The estimated City tax capacity rate for payable 2008 is currently 2.4% higher than the final payable 2007 rate. ➢ The estimated market value rate for payable 2008 is 3.1 % lower than the final payable 2007 rate (applies only to the debt service for the Community Center). ➢ The payable 2008 tax levy for operations included in the proposed budget is increased by 5.0% from the payable 2007 levy.. The combined levy including the levy for the Community Center Debt Service is increased by 4.7% from the payable 2007 total levy. ➢ As is always the case, and especially with a $26 million budget, there are significant fluctuations in required appropriations and/or revenue estimates from year to year that cause anomalies in percentage calculations in certain areas, in certain departmental budgets or even in the total budget. For example, the 2008 budget includes the continuing extraordinary fuel costs, the biannual election costs, the incorporation of 2008 DCC start up costs and the on-going CJIIN costs. The percentage fluctuations are even more dramatic in smaller departments with lower expenditure bases. ➢ In an "apples to apples" comparison the proposed 2008 budget is increased by 4.08% over the approved 2007 budget. Due to the combination of the above- mentioned anomalies along with numerous other modifications, the overall summary shows an increase for 2008 of 4.87%. Again, due to the various anomalies and modifications individual department changes vary from an increase of 36.8% (City Clerk with election costs and a small base) to an 2 increase of 1.4% (Planning). While remaining sensitive to these variations, staff has attempted to frame the basic public policy matters for consideration at the more macro policy level throughout the narrative and throughout the entire budget. ➢ Budgets and taxes typically create challenges for staff and elected officials alike and this budget is no different; however, this proposed budget builds on past successes, maintains the desired level of services, and allows for reasonable options for today and into the future. Key Indicators 2007 vs. 2008 10% 02007 9.3% 9% 8.5% 8% E32008 7% 6.4% 6.0% 0% 4.9% 4.7% 5% 4.3% 4% 3.3% o 3.2 /o 3% 2.1 2% O% IPD General Tax Levy Market Value Net Property (inflation) Fund Budget of Property Tax Capacity Impact on Average Homeowner 2007 vs. 2008 02007 C7 2008 6% 5.2% 4% 2.4% 3.0% 2% 0.8% IL O% F _2% -4% -3.5% -6% -5.5% _g% Tax Capacity Avg Home MV Tax on Avg Rate Home 3 Meeting Purpose The City is required to certify a proposed payable 2008 property tax levy to the County Treasurer-Auditor on or before September 15, 2007. The primary purpose of the August 14 Special City Council meeting is to review the proposed property tax levy, the preliminary 2008 General Fund operating budget, and to provide direction to staff. Any modifications to the proposed levy as directed by the City Council will then be made in preparation for the September 4 regular City Council meeting, at which time the preliminary levy can be adopted in official action. The required material will then be forwarded to the County in time to comply with the September 15 deadline. Modifications to the preliminary 2008 budget as directed by the City Council can continue beyond that date in preparation for the TnT hearing to be scheduled for a date in November/December and before final budget approval. In a subsequent section of this memo, possible dates for the City's TnT hearing are delineated for City Council consideration. It has been the City's practice to hold the TnT hearing in late November or early December, followed by a second meeting in December to adopt the budget. The TnT hearing and the adoption of the budget are required to take place at separate meetings. The final property tax levy that is due at the County no later than December 28, 2007 can be decreased but cannot be increased from the preliminary certification. To the extent that it does not require an increase to the overall tax levy, the budget can be changed at any time throughout the process. Background In early April, staff began the 2008 budget process with Department Director's proposals due to the City Administrator on June 22, 2007. The City Administrator and budget team have met with Directors in preparing the City Administrator's recommended budget that is now being presented for consideration by the City Council. This budget cycle is incorporating the beginning steps of a process of enhancing the budget to become a better and more comprehensive planning, policy, and communications tool. The desired enhancements are consistent with recommendations of the Government Finance Officers Association and are generally accepted by practitioners and governments as appropriate objectives. While the old budget process and book have served the City well for years, it is important to take the document to the next level. When reviewing individual department budgets please note that staff has continued to refine the Performance Indicators and the Work Plans for this budget draft. They are currently included in each department budget, and will be refined and improved upon for the published budget and in future years. Even though there was no financial assistance provided, since the State Legislature has completed its work, some of the uncertainty associated with previous year's budgeting is eliminated for at least this one cycle. For the last couple of years the budget has been prepared without the benefit of knowing whether the State would provide funding of the MVHC and whether or not formal levy limits or any other types of limitations on local control would be implemented. This budget incorporates the expectation that the State 4 will pay the MVHC to the City per current statute and the City's levy has been allocated accordingly. The proposed budget makes no provision for any potential changes that might result from a Special Session, if one is called. As a starting point and consistent with past practice, Directors were instructed to prepare budgets that maintained a constant level of services and to provided a detailed explanation for anything that exceeded 3%. Depending on impacts remaining from previous budgets, other service delivery challenges, and unique circumstances within departments, the 3% parameter is clearly not realistic in all departments. The City Administrator's recommended budget has again been prepared keeping in mind the City Council's continuing financial goal including the objectives to: ➢ Streamline City operations and staffing to reduce City costs and improve efficiencies and output. ➢ Research the impacts of the possible reduction in non-essential services currently provided within the City's annual budget. The following general observations again help provide background to implementation of these goals and to this budget preparation cycle and its unique challenges: ➢ The City of Eagan has historically been a relatively low service delivery City committed to limited government. ➢ Numerous services that other communities are evaluating and considering eliminating as part of limiting the role of local government are not provided in Eagan. ➢ During Eagan's years of rapid growth, the allocation of limited resources was balanced between providing services to the development community and to current residents and new residents moving into the City. ➢ At the same time, the commitment to low property taxes and an aggressive approach to user fees was continued and strengthened. ➢ The combination of rapid development, gradual provision of desired, albeit limited, services and relatively low property taxes forced a healthy emphasis on creating efficiencies, a wise and limited selection of services and low cost/efficient service delivery. ➢ The process also drove limited resources to higher priority, essential services and at the same time limited development of non-essential services. ➢ Sound operational budget management by the City Councils and staff consistently helped to generate efficiencies through the delivery of expected services resulting in very high citizen satisfaction in the City. Citizen Opinions/Continuing Reform The proposed 2008 budget provides for a continuation of services at a level that has been satisfactory to the citizens of Eagan. This preliminary budget continues to be responsive to today's circumstances while providing for the highest priority, desired services in the most cost efficient manner possible. City staff continues to work to deliver a balanced budget that provides the services that citizens desire and are willing to pay for at the lowest possible cost, financed by revenues, including property taxes that are fairly collected and consistently allocated to the highest priority services. 5 Given the size and complexity of the General Fund Budget, the inter-relationships with other funds, and diverse perspectives about services, costs, and program value, it can become an overwhelming task to formulate an appropriate and efficient budgeting process much less to formulate the budget itself. The logical and foundational questions in budgeting are "what do we do, how much does it cost to do it, and are the results worthwhile?" According to the 2005 community-wide survey, citizens find great value in the services Eagan provides as demonstrated in the following results: ➢ A "comparatively high" 83% of residents polled rate the value of City services as excellent or good. This is up 6 percentage points from the 2002 City Survey. ➢ A very large 84% rated City services in Eagan as excellent or good in comparison to their previous city of residence. The mean positive rating for all City services is 87.3%, well within the top five ranked communities in the Metropolitan area. ➢ 56% rated their City taxes as about average or somewhat low. Only 4% said they were very high. ➢ Of 11 City services rated (from police protection to snow plowing and park maintenance) every service was rated excellent or good by 4 or more of every 5 residents who had opinions and was rated higher than our neighboring cities. ➢ 95% rate their quality of life as excellent or good. ➢ Nearly 1 out of 4 residents polled could not think of a serious issue facing the City. Of the issues raised, only 3 (growth, traffic, and airplane noise) garnered double-digit responses (19%, 14%, and 13% respectively.) ➢ By a 20-point margin (54% to 34%) residents favored an increase in City property taxes in order to maintain City services at their current level. Even among those who opposed a tax hike, nearly 30% could not name any portion of the budget they would cut. ➢ Of the citizens who have had interaction with City staff, 79% rate City staff positively, placing Eagan within the top dec'ile of suburban communities. The job approval rating of staff is up 19% from 2002 and among the highest in the metro. ➢ The approval rating for the City Council has increased 22% since the 2002 study. The almost 10 to 1 approval rating of the City Council is at the top of the Metropolitan area suburbs. While rated highly in the past by its residents, the City of Eagan in this survey now ranks among the top four cities in terms of citizen satisfaction - together with Minnetonka, Woodbury, and Shoreview. In general, Eagan compares very favorably-meaning a higher percentage of approval-to our neighboring cities and to Dakota County in ratings for Quality of Life and in the willingness to consider tax increases, if necessary, to maintain the current level of services. The survey data is now somewhat dated, but there has been no indication from the public that satisfaction has changed. Independent analysis also ranks Eagan highly: ➢ Not only did the Met Council find Eagan to be the number one job producer in the Twin Cities in its most recent study from 2000-2004, but MONEY magazine July 2006 named Eagan to be among the top 12 best places in America to live. ➢ Starting with cities with 50,000 or more population, the magazine conducted months of research on everything from incomes to taxes, parks to transportation, with the goal of identifying those "small livable cities that had the best possible 6 blend of good jobs, low crime, quality schools, plenty of open space, rational home prices and lots to do." ➢ Eagan was found to have higher than average median household incomes and education and more miles of walking trails than even the #1 city selected (Fort Collins, CO). These best places "offer a quality of life that is hard to find," and the people who live there, said MONEY magazine, "couldn't agree more." Given this citizen survey information and the various options, the City Council through the public policy process is able to decide the appropriate reforms and/or changes by enhancing revenues, modifying service delivery or implementing some combination of the choices. In continuing challenging economic times such as today's the budget question obviously becomes even more important and responses more challenging than ever. The City Administrator has prepared this document as a preliminary 2008 General Fund Budget incorporating City Council direction, as referenced in the individual department narratives. The preliminary budget is a starting point for City Council consideration and is not presented as a finished product. Importantly, it is balanced and will continue to provide changes to operations in the spirit of reform as well as a continuation of services expected and rated highly by the citizens. It allows for a reasonable continuation of services in 2008 and maintains options for future years. The budget includes additional funds for transportation obligations and for funding the City's renewal and replacement of general infrastructure. To that end, also included in this budget narrative is information that will allow the City Council to make changes and adjustments to the preliminary budget through the deliberative process. Benchmarks While it is not always complete information and must be used carefully, it can be helpful to show comparisons with similar cities to provide benchmarks on efficiency and productivity. The following attachments may also be useful in making comparisons and in helping to understand Eagan's financial position and budgeting options: • Enclosed on page 21 is a copy of the recently released State Auditor's Report for 2005 expenditures showing Eagan's per capita spending lowest, relative to other cities with 50,000 or more residents. • Enclosed on page 22 is a copy of local payable 2007 property taxes of selected other metro cities as well as a number of Dakota County cities. Eagan has significantly lower local property taxes than average in the metro area and the lowest local property taxes compared to any of our neighboring cities. City Market Value and Tax Capacity Based on the preliminary information received from Dakota County the City will see an increase in overall market value of 3.2% from $7,620,301,700 for payable 2007 to $7,863,813,100 for payable 2008. The moderation in property tax value increases 7 makes this a much lower increase than it has been for the last few years. The City will also see a net tax capacity increase of 2.1 % from $81,417,624 to $83,120,160. The net tax capacity calculation is affected by the fiscal disparities contribution and the tax increment tax capacity being factored into the base tax capacity. This information is demonstrated in the following table. COMPARISON OF MARKET VALUE AND TAX CAPACITY Final Preliminary Change 2007 2008 Amount Per Cent Market Value $ 7,620,301,700 $ 7,863,813,100 $ 243,511,400 3.2% Tax Capacity $ 93,144,662 $ 96,712,280 $ 3,567,618 3.8% Fiscal Disparities (10,735,570) (12,332,367) (1,596,797) 14.9% Tax Increment Value (991,468 1,259,753 (268,285 27.1% Net Local Tax Cap $ 81,417,624 $ 83,120,160 $ 1,702,536 2.1% Of the increase in overall market value, approximately 41 or $99,879,200 (compared to 19% for payable 2007) results from new construction. The balance is generated through inflation, which again demonstrates the moderation of value increases on existing property resulting from lower inflation on existing properties. Tax Capacity Property Tax Levy The City is not receiving any Local Government Aid in 2007 and that will not change for 2008 per the recent State certification. State Statutes sunset levy limits for taxes payable in 2005 so there is no State mandated property tax levy limit on the City to be considered in this budget. The property tax component of the City's proposed certified levy for operations included in the proposed budget is $23,417,149 for payable 2008 compared to $22,304,562 for payable 2007. This information is demonstrated in the following table: 8 COMPARISON OF TAX LEVY FOR OPERATIONS & TAX CAPACITY RATES Final Proposed Change 2007 2008 Amount Per Cent Operating Levy $ 22,304,562 $ 23,417,149 $ 1,112,587 5.0% F D Distrib (1,761,247) 1,938,900 (177,653) 10.1% Net Local Levy $ 20,543,315 $ 21,478,249 $ 934,934 4.6% Tax Cap Rate-City: $ 20,543,315 $ 21,478,249 $ 81,417, 624 $ 83,120,160 0.25232 0.25840 0.00608 2.4% 2007 Use of Levy majotruatlet 2008 Use of Levy $1.2 M Major Street Construction Market value $2.3 M Homestead Credit $1.0 M Equipment Revolving General Fund Equipment Fund $19.1 M Revolving Fund General Fund $0.9 M $19.7 M $1.0 M General All General Facilities R & R Facilities R&R $0.1 M $0.5 M Tax related resources available to the City to appropriate in the budgets to provide services are $22,304,562 and $23,417,148 ($22,542,148 taxes and $875,000 MVHC) for the years 2007 and 2008 respectively. The property tax resources for the two years are allocated as follows: Final Allocation of 2007 Property Tax Levy Total 2007 Property Budgeted As Tax Levy MVHC Taxes General Fund $ 19,067,200 $ 812,199 $ 18,255,001 General Facilities R & R 134,010 5,708 128,302 Equipment Revolving Fund 905,440 38,569 866,871 Major St Const Fund 1,247,812 53,153 1,194,659 Mkt Value Homestead Credit 950,100 40,471 909,629 Totals $ 22,304,562 $ 950,100 $ 21,354,462 The proposed 2008 payable levies for the General Facilities Renewal and Replacement Fund, the Equipment Revolving Fund, and the Major Street Construction Fund are all first increased by 5.0% over the actual 2007 payable levies, while the General Fund levy 9 is increasing by 3.3%. The Major Street Fund Levy is then increased by $1,000,000 and the General Facilities Renewal & Replacement Fund in increased by $319,623, both to provide for maintaining the City's infrastructure. The proposed levy allocation assumes the State will pay MVHC in 2008 per existing law, consequently there is no replacement levy included as a funding source in the 2008 budget. Preliminary Allocation of 2008 Property Tax Levy Preliminary Budgeted As Property MVHC Preliminary Tax Levy 2008 Prelim Taxes General Fund $ 19,695,900 $ 735,953 $ 18,959,947 General Facilities R & R 140,711 5,258 135,453 11 319,623 11,943 307,680 Equipment Revolving Fund 950,712 35,524 915,188 Major St Const Fund 1,310,203 48,957 1,261,246 1,000,00037,366 962,634 Totals $ 23,417,148 $ 875,000 $ 22,542,148 * 3.3% increase. 5.0% increase. Additional levy dollars. Market Value Property Tax Levy (Community Center Debt Service) The City's proposed certified levy for debt service based on referendum market value is $1,199,363 for payable 2008 compared to $1,198,523 for payable 2007. That is an increase of $840 or 0.1% from payable 2007 to payable 2008. The resulting market value referendum rate is reduced by 3.1% from 0.0001574 to 0.0001525 due to an increase in the referendum market value. COMPARISON OF LEVY FOR DEBT SERVICE & MARKET VALUE REFERENDUM RATES Final Preliminary Change 2007 2008 Amount Per Cent Ref Mkt Value $ 7,618,900,600 $ 7,862,302,100 7-243,401,500 3.2% Debt Service Levy $ 1,198,523 $ 1,199,363 $ 840 0.1% Mkt Value Ref Rate 0.0001574 0.0001525 (0.0000049) -3.1% The following table illustrates the impact of the market value referendum debt service levy (Eagan Community Center) for average value property for payable 2007 and 2008: 10 Average Annual Payable Market Rate Tax Year Value Per $1,000 Amount 2007. $ 278,920 0.1574 $ 43.90 2008 281,208 0.1525 42.88 Total Levy The following table illustrates the total proposed levy (excluding the Cedarvale Special Services District) for payable 2008 compared to the total levy for payable 2007. COMPARISON OF TOTAL LEVY Final Proposed Change 2007 2008 Amount Per Cent Operating Levy $ 22,304,562 $ 23,417,149 $ 1,112,587 5.0% Debt Service Levy 1,198,523 1,199,363 840 0.1% Total $ 23,503,085 $ 24,616,512 $ 1,113,427 4.7% State TnT Hearing Requirement The proposed allocation with the enhancements for infrastructure results in a levy that requires a TnT Hearing. Since it is the City's past practice to conduct the hearing whether or not legally required, there are no changes to past practice being recommended. Total City Property Tax Capacity Rates/Property Tax Impact In summary, based on the above referenced levies and current estimates for taxable market value, tax capacity, fiscal disparities and tax increment values the payable 2008 tax capacity rate calculates to .25840 compared to .25232 for payable 2007, an increase of 2.4%. The market value referendum rate for the Community Center bonds debt service calculates to .0001525 for payable 2008 compared to .0001574 for payable 2007, a decrease of 3.1 The following table of property tax history illustrates the estimated impact of the total proposed levy for payable 2008 taxes and compares the rates and impacts to historical tax rates and impacts for the years 2004 through 2007 on various market value residential properties. Distribution of the MVHC for 2008 is based on consistent levies from other taxing jurisdictions; any change in relative levies will affect the final credit distribution slightly. 11 Eagan Property Tax History City Taxes Only Projected 2004 2005 2006 2007 2008 Tax Capacity Rate 0.28702 0.28186 0.26704 0.25232 0.25840 Market Value Rate 0.0001874 0.0001894 0.0001712 0.0001574 0.0001525 Market Value 150,000 $ 383 $ 375 $ 352 $ 326 $ 333 180,000 483 474 446 415 424 200,000 550 540 508 474 484 225,000 637 622 586 548 560 278,920 Pay 2007 Average Eagan House Mkt Value 709 289,208 Pay 2008 Average Eagan House Mkt Value 730 300,000 885 869 820 771 787 The following table illustrates the impact of these rates on the property taxes on an average market value property ($278,920) for payable 2007 compared to an average market value property ($281,208) for payable 2008 thereby adjusting for inflation on property values. City Portion of Taxes on an Average Market Value House in Eagan 2007 Value: $ 278,920 2007 City Tax: $ 709. 2008 Value: 281,208 2008 City Tax: 730 Increase 0.8% Increase 3.0% Figures Include Community Center Debt Service Levy Impact on Property Taxes Resulting From a Reduced Levy The following table illustrates the impact on an average market value property ($281,208) for payable 2008 resulting from reductions of various amounts in the overall tax levy. The reductions would result from a decision to levy at an amount less than the proposed dollar amount. The reductions amount to approximately $3 to $4 on an annual basis for each $100,000 that the levy is reduced. 12 Impact of Reductions in Tax Levy on Average Market Value House City Tax Tax Proposed Amount At Proposed Capacity Levy Adjusted of Levy Rate Minus... City Tax Reduction $ 281,208 Market Value $ 730 0.25840 $100,000 $ 727 $ 3 200,000 724 6 300,000 721 9 400,000 717 13 500,000 714 16 2007 Payble taxes on same house 600,000 711 19 valued at $278,920 were $709 with 700,000 708 22 tax capacity rate of .25232. 800,000 704 26 Impact on Property Taxes Resulting From an Increased Levy The following table illustrates the impact on an average market value property ($278,021) for payable 2007 resulting from increases of various amounts in the overall tax levy. The increases would result from a decision to levy at a higher, dollar amount. The increases amount to approximately $3 to $4 on an annual basis for each $100,000 that the levy is increased. Impact of Increases in Tax Levy on Average Market Value House City Tax Tax Proposed Amount At Proposed Capacity Levy Adjusted of Levy Rate Plus... City Tax Increase $ 281,208 Market Value $ 730 0.25840 $100,000 $ 734 $ 4 200,000 737 7 300,000 740 10 400,000 744 14 500,000 747 17 2007 Payble taxes on same house 600,000 750 20 valued at $278,920 were $709 with 700,000 753 23 tax capacity rate of .25232. 800,000 757 27 General Fund Revenue Estimates The preliminary 2008 budget as presented is balanced based on a continuation of the City's established budgeting practices; namely, revenues are budgeted conservatively, but realistically. There are no significant increases to user fees for 2008. As always, there are an infinite number of possible revenue combinations that could be used to 13 balance the preliminary budget at the preliminary budget level or at an increased level to maintain or even enhance service delivery in program areas as determined by the City Council. The financing of the City's General Fund operations remains heavily reliant on the property tax related revenues as 71 % of the estimated 2008 revenue is from that source. This percentage reflects Eagan's situation with little reliance on any State revenue sources to finance General Fund operations. The estimate for MVHC for the General Fund is $735,953 or 2.8% of the total budget. With current State law providing for the payment of MVHC in the City's 2008 fiscal year that revenue source is included in the proposed 2008 budget. Any State response to potential revenue shortfalls in its budget would likely include non-payment of the MVHC and would create a revenue shortfall for Eagan and other cities similarly treated. Enclosed on page 23 is a copy of the Comparative Summary of Revenues. Enclosed on pages 24 through 26 is a copy of the Revenues By Line Item. General Fund Expenditure Appropriations The appropriations in the 2008 preliminary budget including the extraordinary increases totals $26,688,500 which is a 4.87% increase from the 2007 budget total of $25,449,300 including a minimal contingency in both years. Factoring out the extraordinary increase and accounting changes the proposed General Fund budget reflects a modest 4.08% increase providing for a constant level of services. Outlined in the following table are the proposed 2008 expenditure allocations compared to the 2007 budget; with allocations summarized by major classifications. Expenditure Summary by Major Classifications % of % of % % of Total 2007 Total 2008 Total Change Change Increase Personal Services $ 18,557,900 72.9% 19;418,400 72.8% $ 860,500 4.6% 69.4% Parts and Supplies 1,665,900 6.5% 1,692,300 6.3% 26,400 1.6% 2.1% Services and Other Charges 4,946,200 19.4% 5,338,500 20.0% 392,300 7.9% 31.7% Capital Outlay 233,600 0.9% 208,300 0.8% (25,300) -10.8% -2.0% Merchandise for Resale 30,800 0.1% 16,000 0.1% (14,800) -48.1% -1.2% Contingency 14,900 0.1% 15,000 0.1% 100 0.7% 0.0% TOTAL $ 25,449,300 100.0% 26,688,500 100% $ 1,239,200 4.9% 100% 14 ~ r Total Budget Expenditures $30 0.24 0.28 $25 . ' ❑ Capital and Other o_ $20 ® Services and Other Charges $15 M Parts and Supplies :a ■ Personal Services $10 • . $5 2007 2008 As is well known, in our service-oriented role as local government, labor is our primary commodity, and thus consistently drives approximately three-quarters of the City's annual budget. Changes to the overall 2008 personnel budget for existing and proposed personnel compared to the 2007 personnel budget appropriation are further illustrated in the following table. 15 General Fund Personnel Summary 2008 Budget 2007 2008 Change Existing Personnel % of Total Regular Employees Budget Proposed $ % Change Salaries/wages/overtime $ 13,194,400 $ 13,755,900 $ 561,500 4.3% 65.3% PERA 1,124,100 1,269,700 145,600 13.0% 16.9% FICA 712,200 740,100 27,900 3.9% 3.2% Health/Life/LTD Insurance 1,803,400 1,762,400 (41,000) -2.3% -4.8% Worker's Compensation 410,000 413,700 3,700 0.9% 0.4% Volunteer Firefighters compensation 381,500 397,100 15,600 4.1% 1.8% Fire Relief Association (pension) 144,600 227,500 82,900 57.3% 9.6% Subtotal - Existing Personnel 17,770,200 18,566,400 796,200 4.5% 92.5% New Positions Rec Prog Suprv - Art House (from .5 to .8) 17,800 2.1% Subtotal - New Positions 17,800 2.1% Position Reclassification Customer Svc Coord - Recreation 48,000 5.6% Clerical Tech IV - Recreation 46,100 -0.2% Subtotal - Reclassified Positions 1,900 0.0% Temporary/Seasonal City Clerk (Elections) - 60,000 60,000 7.0% Comm Devel (Planning Intern/APC record secy) 15,000 15,000 - 0.0% 0.0% Communications (Seasonal Intern) 3,400 6,100 2,700 79.4% 0.3% Pub Wks/Engineering (Seasonal Intern) 13,800 18,600 4,800 34.8% 0.6% Pub Wks/Streets (Temp/Seasonal) 22,800 17,100 (5,700) -25.0% -0.7% Central Svcs Maint. (Temp/Seasonal) 14,300 15,000 700 4.9% 0.1% Parks/Recreation (Temporary/Seasonal) 629,500 610,500 (19,000) -3.0% -2.2% Tree Conservation (Temporary/Seasonal) 88,900 90,000 1,100 1.2% 0.1% Subtotal - Temporary/Seasonal 787,700 832,300 44,600 5.7% 5.2% Total Personnel $ 18,557,900 $ 19,418,400 $ 860,500 4.6% * New Positions does not include a "placeholder" amount of $75,000 in Other Services & Charges in the Finance Dept budget for a position that is yet to be defined due to a contemplated reorganization resulting from a recent resignation. The scenario as presented in the preliminary budget maintains the percentage of the budget dedicated to personal services at approximately 73% and the allocation continues to reflect the intensity of personnel costs to deliver local government services. Overtime allocations remain at approximately the 2007 levels to provide for unavoidable circumstances such as police investigations, police call for service responses that cross shifts, filling out patrol shifts, and snow plowing, etc. The overtime allocation also covers 16 ~ r the required peak service demand times without increasing the personnel complement necessary for base level staffing for ongoing activities. The following summary illustrates the 2008 increases to the budget as well as the three extraordinary items that are incorporated into the proposed budget, which can make simple percentage comparisons problematic: 2008 General Fund Increases Budgeted Expenses % Increase 2007 Adopted General Fund Budget $ 25,449,300 Personal Services Changes COLA and step increases on existing staff 840,800 3.30% New finance position 75,000 0.29% Recreation position reclassifications 19,700 0.08% Non-Personal Services Changes Ordinary and customary/inflationary increases 102,500 0.40% 2008 Apples to Apples Budget 26,487,300 4.08% Other Extraordinary Items Dakota County CJIIN Partnership IT 45,500 0.18% Total Election Costs City Clerk 69,100 0.27% DCC capital costs Police 86,600 0.34% 2008 Proposed Budget $ 26,688,500 4.87% General Fund Budget Increases $1,soo 6.0% 0 Extraordinary Items overall 4.9% $1,400 overall ® Inflationary 27e $ Increases $1,200 201'2 ® New Positions less $1,000 reductions $800 ■ COLA and step increases on $soo existing staff $400 = $200 $o 2007 2008 17 Enclosed on page 27 is a copy of the Comparative Summary of Expenditures. Enclosed on pages 28 through 30 is a copy of the Comparative Expenditures by Department by Type. Enclosed on pages 32 through 132 is a copy of the individual department narratives and line item preliminary budgets. Contingency Account The preliminary budget as prepared by the City Administrator includes a very small budgeted contingency account of $15,000 primarily for the purpose of facilitating small changes during the budget implementation. This presentation combined with no use of the fund balance to support 2008 on-going operations continues the City Council direction in response to the 2004 budget public policy considerations for use of the Contingency Account and Fund Balance. An adequate savings account is continued in the fund balance to be used to provide security and flexibility in future operations. That savings account remains undesignated in the General Fund in the preliminary budget. Previously, the City actually budgeted from current resources approximately 2% of the budgeted operations into the contingency account in addition to maintaining the fund balance at approximately 30 to 35% of the next year's expenditures. The fund balance target has subsequently been revised to 40 to 45% of the next year's expenditures. Per previous City Council direction the appropriate level and use of the fund balance will continue to be reviewed for potential future modification. Supplementary Funding Sources and Uses Not Included In the General Fund Budget The 2008 proposed General Fund budget incorporates two items that were previously funded through an allocation of fund balance, including a DCC start up amount of $86,600 and a CJIIN fee of $45,500. Therefore, no supplementary funding sources are considered in the 2008 budget. Certain capital purchases related to General Fund operations will be given consideration in the CIP Part II and funded through the Equipment Revolving Fund. That budget will be presented to the City Council for approval later in the year. Similarly, certain items related to General Facilities Renewal and Replacement will be funded through the fund created for that purpose and considered later. Available resources will be allocated in each of these funds to provide the necessary funding if the expenditures are approved. Staff will determine a priority expenditure list for funding and present it to the City Council for consideration. General Fund Fund Balance No current, proposed expenditures are recommended for financing through the General Fund fund balance for the 2008 budget. 18 The General Fund fund balance as reported in the December 31, 2006 Comprehensive Annual Financial Report was $10,272,038. This balance calculates to 40.4% of the budgeted 2007 expenditures and is undesignated and available as a contingency and to provide working capital for operations. Based on the continuation of City Council direction used in the preparation of the 2004 budget operations, the Fund Balance is set aside to provide for emergency or unanticipated expenditure appropriations during the balance of 2007 and 2008. During the 2004 budget deliberations, it was determined that it would be prudent to eliminate the budgeted operating contingency and to use the Fund Balance as a contingency account. The position of the fund balance is as follows: December 31, 2006 Fund Balance $10,272,038 Minus Appropriations included in 2007 Budget 134,900 Projected 12-31-07 Balance $10,137,138 Minus Proposed Appropriations for 2008 Budget - Projected 12-31-08 Balance $10,137,138 Fund Balance Target at 40% $ 10,669,400 Projected Variance From Target $ 532,262 Projected 12-31-2007 Fund Balance as % of 2008 Budget 38% Again, per previous City Council direction the appropriate level and use of the fund balance will continue to be reviewed for potential future modification. Cedarvale Special Services District Prior to the preliminary levy certification, a final determination will be made concerning the appropriate levy for the Cedarvale Special Services District. The levy for payable years 2003 through 2005 was $2,000 annually. The levy for payable 2006 was raised to $3,000 and is currently proposed at that level for payable 2008. Truth In Taxation Hearin Dates On or before September 15, 2007 the City must certify to the County Auditor the dates it has selected for its public hearing and for the continuation of its hearing, if a continuation of the hearing becomes necessary. Cities essentially choose after the counties, special service districts, and school districts, although December 3 and December 10 are reserved for cities until September 15. Given these parameters, December 3 works nicely for the City. The first December meeting has already been scheduled for Monday, December 3 rather than Tuesday, December 4. The continuation hearing, if necessary, could be scheduled for the tentatively scheduled Special City Council meeting on Monday, December 10 with the final adoption at the second regularly scheduled December meeting on the 18tH Action will need to be taken at the September 4 meeting to set the schedule accordingly. 19 Public Policy Issues The following are matters of public policy for the City Council's consideration at this time: 1. Truth In Taxation Hearing Dates The Council is asked to approve or modify the recommended dates per State scheduling requirements. The proposed dates are Monday, December 3, which is a scheduled regular City Council meeting for the initial hearing and December 10, which would be a special meeting for the continuation hearing, if one were necessary. Final action would take place at the regular meeting scheduled for December 18. 2. Preliminary Tax Levy - Is the proposed amount and allocation of the 2008 property tax levy appropriate? ➢ Specifically, is a 3% property tax increase on the average value property the correct amount to provide for additional infrastructure improvements, and renewal and replacement? The Council is asked to provide direction to staff for the preparation of required material for consideration at the September 4, 2007 regular City Council meeting. 3. Fund Balance The Council is asked to reaffirm or modify its determination on the use of the Fund Balance as a contingency for operations and as a savings account. 4. Feedback on Revenue Estimates/Expenditures Appropriations The. City Council is asked to provide feedback for the City Administrator to continue preparation for the Truth in Taxation Hearing and for final budget preparation. Together with the Department and Division Heads, I submit this recommended preliminary budget, the enclosed budget information and these policy issues for your consideration. City Administrator Hedges 20 2005 Per Capita Total Expenditures MN Cities with 50,000+ Population (Source: Office of the State Auditor, December 2006) Eagan 516 Coon Rapids 627 Brooklyn Park 668 Minnetonka 714 Plymouth 722 Blaine 731 Burnsville 733 Eden Prairie 920 Woodbury 1,004 Lakeville 1,048 Rochester 1,143 Bloomington 1,164 St. Cloud 1,288 Maple Grove 1,313 St. Paul 1,388 Duluth 1,588 Minneapolis 2,089 $0 $500 $1,000 $1,500 $2,000 $2,500 21 2007 Payable City Property Taxes $278,920 Market Value House (Eagan Average) Plymouth 631 Eagan 709 Mendota Heights 732 Minnetonka 786 Eden Prairie 789 Maple Grove 802 Woodbury 811 Coon Rapids 812 Lakeville 863 Bloomington 878 18-City Average 903 South St. Paul 913 Burnsville 925 Inver Grove Heights 979 Apple Valley 982 Brooklyn Park 1,011 West St. Paul 1,135 Rosemount 1,165 Hastings 1,334 $0 $400 $800 $1,200 $1,600 22 I 2008 BUDGET GENERALFUND COMPARATIVE SUMMARY OF REVENUES 2005 2006 2007 2008 % Change % of Actual Actual Budget Budget 2007 to 2008 Total General Property Taxes $ 17,292,300 $ 18,308,965 $ 19,067,200 $ 19,695,900 3.3% 73.8% Licenses 248,507 278,974 260,900 264,200 1.3% 1.0% Permits 1,057,785 974,714 818,600 916,400 11.9% 3.4% Intergovernmental Rev 591,389 682,903 568,900 578,900 1.8% 2.2% Charges for Services 1,310,369 1,189,410 1,157,000 1,415,400 22.3% 5.3% Recreation Charges 509,100 523,424 935,200 947,100 1.3% 3.5% Fines & Forfeits 287,149 287,711 282,100 226,100 -19.9% 0.8% Other Revenues 381,869 527,382 459,500 569,500 23.9% 2.1% Program Revenues 1,309,569 1,250,199 1,447,100 1,580,800 9.20/6 5.9% Transfers 402,392 404,439 452,800 494,200 9.1% 1.9% TOTAL GENERAL FUND $ 23,390,429 $ 24,428,123 $ 25,449,300 $ 26,688,500 4.9% 100.0% 23 GENERALFUND REVENUES BY LINE ITEM New Acct 2005 2006 2007 2008 CHANGE No. DESCRIPTION Actual Actual Budget Estimated 2007 to 2008 % TAXES: 4020 AD VALOREM TAXES - CURRENT $ 15,875,607 $ 16,762,923 $ 19,067,200 $ 19,696,900 $ 628,700 3.3% 4021 AD VALOREM TAXES - DELINQUENT 79,505 164,411 - - - 4030 FISCAL DISPARITIES 1,327,459 1,377,111 4031 PENALTIES AND INTEREST 7,422 4,520 4032 FORFEITED TAX SALES 99 - 4033 TAX EQUIVALENCY PAYMENTS 2,208 TOTAL $ 17,292,300 $ 18,308,965 $ 19,067,200 $ 19,695,900 $ 628,700 3.3% LICENSES: 4065 LIQUOR 191,475 212,700 197,900 203,600 5,700 2.9% 4056 BEER 7,488 7,963 8,300 7,300 (1,000) -12.0% 4057 TOBACCO 12,050 12,734 12,600 11,000 (1,600) -12.7% 4068 TREE MTN CONTRACTOR 562 600 400 500 100 25.0% 4059 GARB/RUBBISH HAULING 9,880 10,220 9,800 10,100 300 3.1% 4060 KENNEL 50 50 200 200 0.0% 4061 DOG 19,437 27,494 24,100 24,100 - 0,0% 4062 AMUSEMENT 1,740 2,028 2,000 1,800 (200) -10.0% 4063 PET SHOP LICENSE 200 150 200 200 - 0.0% 4064 MASSAGE THERAPIST 5,625 4,987 5,300 6,300 0.0% 4070 OTHER - 50 100 100 - 0.0% TOTAL $ 248,507 $ 278,974 $ 260,900 $ 264,200 $ 3,300 1.3% PERMITS: 4085 BUILDING 778,989 735,796 640,000 700,000 60,000 9.4% 4087 PLUMBING 72,168 67,977 57,000 60,000 3,000 5.3% '088 MECHANICAL 116,841 88,930 60,000 90,000 30,000 $0.0% 389 SIGN 26,512 17,749 14,000 14,000 - 0.0% 4091 WELUPRIVATE SEPTIC 60 140 100 100 0.0% 4094 EXCAVATING 3,900 5,040 4,500 4,500 - 0.0% 4095 CONDITIONALISPECIAL USE 5,950 3,900 3,000 3,500 500 16.7% 4096 FIRE SUPPRESSION PERMITS 22,304 22,550 18,000 20,000 2,000 11.1% 4097 FIREWORKS PERMITS 800 1,450 1,000 1,400 400 40.0% 4100 UTILITY 26,280 27,270 18,000 20,000 2,000 11.1% 4102 PUBLIC ROW CONST 2,805 2,030 2,000 1,700 (300) -15.0% 4120 OTHER 1,176 1,883 1,000 1,200 200 20.0% TOTAL $ 1,057,785 $ 974,714 $ 818,600 $ 916,400 $ 97,800 11.9% INTER-GOVT REV: 4135 FEDERAL GRANTS 17,04B 82,253 - 4140 STATE GRANTS 1,775 7,680 2,000 (2,000) -100.0% 4153 MVHC 4,734 2,865 - - - 0.0% 4155 MSA - MAINTENANCE 66,945 68,415 67,000 67,200 200 0.3% 4158 POLICE TOWN AID 429,176 454,052 429,200 454,000 24,800 5.8% 4159 POLICE TRAINING AID 22,559 24,599 22,600 24,600 2,000 8.8% 4160 STATE PERA AID 33,114 33,114 33,100 33,100 - 0.0% 4175 COUNTY GRANTS 16,038 9,925 15,000 - (15,000) -100.0% TOTAL $ 591,389 $ 682,903 $ 568,900 $ 578,900 $ 10,000 1,8% CHARGES FOR SERVICES: 4205 VARIANCE FEES 2,700 3,400 3,500 3,000 (500) -14.3% 4206 PLATTING FEES 18,790 14,737 11,500 14,000 2,500 21.7% 4207 REZONING FEES 5,500 7,850 5,000 5,000 - 0.0% 4210 RETURNED CHECK FEE 881 871 800 800 - 0.0% 4212 DOG IMPOUND/KENNEL FEE 5,348 5,998 5,000 5,500 500 10.0% 4213 ELECTION FILING FEE - 60 - 100 100 0.0°/ 4214 BURGLAR ALARM FEES 29,630 25,949 31,000 27,000 (4,000) -12.9% 4215 REPEAT NUISANCE CALL FEE 500 1,050 500 500 0.0% 4216 DAYCARE INSPECTION FEES 850 400 500 500 0.0% 4220 VACATION PROCEEDINGS 2,700 2,800 2,000 2,500 500 25.0% 221 PUBLIC SAFETY FEES 7,722 4,292 8,000 4,200 (3,800) -47.5% 4222 PLAN CHECKS 361,223 336,018 300,000 300,000 0.0% 4223 PLANNED DEVELOPMENT REVIEW - 150 100 100 - 0.0% 4225 ASSESSMENT SEARCH 131 9 100 (1 DO) -100.0% 24 GENERAL FUND REVENUES BY LINE ITEM New Acct 2005 2006 2007 2008 CHANGE No. DESCRIPTION Actual Actual Budget Estimated 2007 to 2008 4226 DEV ESCROW REIMBURS 150,916 106,170 158,300 158,300 - 0.0% 4227 ENGINEERING SERVICES 315,986 255,756 300,000 566,000 266,000 88.7% 4228 ENG/FINANCIALADMINISTRATION 3,561 2,271 3,500 2,200 (1,300) -37.1% 4230 PRINT MATERIAUOTHER FEES 7,858 9,748 8,000 8,000 0.0% 4231 RESEARCH OF CITY RECORDS - 50 100 100 0.0% 4233 TOBACCO NON-COMPL. PENALTY 2,575 825 500 500 0.0% 4234 POLICE SECURITY - EXEMPT 46,830 51,361 37,500 37,500 0.0% 4236 POL SVCES TO SCHOOL DIST 152,465 152,602 151,700 151,700 0.0% 4238 POLICE DISPATCH 68,124 70,200 - - 0.0% 4239 INVESTIGATION FOR LICENSING 9,300 10,300 9,100 7,100 (2,000) -22.0% 4241 ALCOHOL NON-COMPL. PENALTY 11,300 6,000 8,500 6,000 (2,500) -29.4% 4242 MAINT EQUIP & PERS CHG 6,348 1,857 1,000 1,900 900 90.0% 4245 PERMIT SURCHARGE 875 1,020 1,000 1,000 - 0.0% 4246 ADMN FEE ON SAC 5,162 4,434 5,000 4,400 (600) -12.0% 4247 ROOM TAX ADMIN FEE 38,299 40,790 38,000 40,000 2,000 5.3% 4249 HOUSING IMPRV DIST AP FEE - 5,000 - - - 0.0% 4260 INVESTMENT MGMT FEE 54,795 67,442 66,800 67,500 700 1.0% TOTAL $ 1,310,369 $ 1,189,410 $ 1,157,000 $ 1,415,400 $ 258,400 22.3% 4310-13 RECREATION PROGRAM FEES: 3027 HOLZ FARM 1,349 721 - - - 3029 SAFETY CAMP 3,045 4,120 5,700 5,900 200 3.5% 3030 CAMPS/CLINICS 10,362 14,215 24,600 13,000 (11,600) 47.2% 3032-5 TENNIS 19,779 23,185 21,800 31,000 9,200 42.2% 3037-8 GOLF 4,354 10,385 60,900 59,300 (1,600) -2.6% 3041-3 VOLLEYBALL 34,294 34,319 37,000 39,100 2,100 5.7% 3044-6 BROOMBALL 7,695 7,999 9,200 9,500 300 3.3` 3047 T-BALL 7,750 6,180 8,300 11,200 2,900 34.91, 3048 ADULT SOFT13ALL-MEN 90,108 89,348 116,100 114,800 (1,300) -1.1% 3049 ADULT SOFTBALL-WOMEN 10,605 10,601 17,100 10,400 (6,700) -39.2% 3050 ADULT SOFTBALL-CO-REC 31,873 34,916 41,200 46,700 5,500 13.3% 3052 FOOTBALL 3,362 3,934 4,100 4,400 300 7.3% 3053 ATHLETIC CAMPS 5,142 - - - 0.0% 305" HOCKEY/BOOT HOCKEY 3,629 2,179 3,000 3,200 200 6.7% 3057 PRESCHOOL PROGRAMS 85,566 112,316 194,100 172,500 (21,600) -11.1% 3058,75 TEENS 21,104 13,033 18,200 10,600 (7,600) -41.8% 3059 SUMMER IN THE PARK 26,239 31,152 33,300 33,200 (100) -0.3% 3060 PUPPET WAGON - - 1,300 900 (400) -30.8% 3061 EVENINGS IN THE PARK 1,878 3,000 6,900 3,900 130.0% 3062 SCHOOLS OUT EVENTS 1,319 466 10,100 10,200 100 1.0% 3063 SEASONAL SPECIAL EVENTS 3,710 4,781 5,000 9,300 4,300 86.0% 3065 SPECIAL EVENTS 125 307 100 - (100) -100.0% 3066 DANCE 3,830 30 5,300 12,300 7,000 132.1% 3067 ADAPTIVE/INCLUSION 3,906 3,826 5,400 4,600 (800) -14.8% 3068 ENVIRONMENTAL EDUCATION 1,035 - - - - 0.0% 3069 NATURE PROGRAMS - - 1,300 1,300 - 0.0% 3070 TRIPS & TOURS 1,485 1,580 4,700 10,200 5,500 117.0% 3071,74 TUBING HILLS 551 3,449 5,200 5,400 200 3.8% 3075 YOUTH DVMPT- QUARRY PROGRAMS 2,847 - - - 0.0% 3076 BASKETBALL 29,224 31,437 42,100 40,900 (1,200) -2.9% 3077 WIFFLEBALL - 2,507 - 2,800 2,800 0.0% 3078 SENIOR CITIZENS 14,600 14,536 30,900 22,600 (8,300) -26.9% 3079 FUN RUNS/WALKS 4,819 4,332 4,900 4,900 - 0.0% 3080 CONCESSIONS 21,715 22,811 23,600 24,700 1,100 4.7% 3081 ARTS COUNCIL 9,981 42 103,100 124,300 21,200 20.6% 3082 SPORTS & CREATIVE CAMPS 19,065 24,469 38,000 35,900 (2,100) -5.5% 3083 PRESCHOOL CREATIVE ACTIVITIES - 3,960 6,000 27,600 21,600 360.0% 25 GENERAL FUND REVENUES BY LINE ITEM New Acct 2005 2006 2007 200$ CHANGE No. DESCRIPTION Actual Actual Budget Estimated 2007 to 2008 3084 YOUTH DEVEL-WESCOTT 2,476 1,424 7,800 - (7,800) -100.0% 3085 FAMILY ACTIVITIES (1,068) 1,464 2,700 1,900 (800) -29.6% 3086 NEW PROGRAMS 2,070 856 7,800 - (7,800) -100.0% 3180 HOCKEY CAMPS 2,907 - - - - 0.0% CDGB SENIOR PROGRAMS - - 32,300 32,300 0.0% OTHER PROGRAM REVENUE 7,768 - 15,000 - (15,000) -100.0% TOTAL $ 495,774 $ 523,598 $ 917,900 $ 943,800 $ 25,900 2.8% OTHER PARK FEES: 4375 TREE SALES 10,094 - 15,000 - (15,000) -100.0% 4380 PARK PROG - UNDESIGNATED 2,350 3,142 300 2,300 2,000 666.7% 4381 OTHER PARK PROGRAMS 882 2,350 2,000 1,000 (1,000) -50.0% TOTAL $ 13,326 $ 5,491 $ 17,300 $ 3,300 $ (14,000) -8D.9% FINES & FORFEITS: 4410 COURT FINES/FORFEITS 228,919 253,805 226,100 226,100 0.0% 4411 PROSECUTION COSTS/FINES 22,685 33,648 30,000 - (30,000) -100.0% 4420 POLICE FINES & FORFEITURE 30,978 - 25,000 (25,000) -100.0% 4421 EVIDENCE FORFEITURES 4,567 257 1,000 - (1,000) -100.0% TOTAL $ 287,149 $ 287,711 $ 282,100 $ 226,100 $ (56,000) -19.9% MISC REVENUES: 4610 INTEREST ON INVESTMENTS 319,076 319,378 332,200 389,800 57,600 17.3% 4611 SPEC ASSMT-PRINCIPAL 142 2,456 - - - 0.0% 4615 CHANGE INFMV - INVESTMTS (116,616) 66,460 61,400 61,400 0.0% 4617 ANTENNA LEASE ADMN FEES 4,0D0 - - - 4619 ANTENNA LEASE LDSCP ESCROW 4,000 - - - - 4620 ANTENNA LEASES - HOLZ FARM 19,000 20,150 21,400 22,600 1,200 5.6% 321 BUILDING RENT 6,088 6,245 5,300 6,200 (100) -1.6% 4622 EQUIPMENT RENT 1,126 657 1,200 1,000 (200) -15.7% 4624 ATHLETIC FIELD RENT 24,561 29,009 26,500 23,300 (3,200) -12.1% 4625 PARK SHELTER RENT 30,656 29,387 26,500 25,600. (900) -3.4% 4626 PARK SHELTER RENT-EXEMPT 740 1,700 1,600 (100) -5.9% 4627 ATHLETIC FIELD RENT-EXEMPT 12,174 8,718 19,200 13,000 (6,200) -32.3% 4628 SWITCHING STATION RENT 5,000 12,720 13,100 12,700 (400) -3.1% 4657 SALE OF CITY PROPERTY 3,433 3,192 4,000 3,100 (900) -22.5% 4660 LAPEL PINS 71 64 - 200 200 0.0% 4661 HISTORY BOOKS/TREE PINS 563 403 400 400 - 0.0% 4663 CONTRIBUTION/DONATION 17,778 20,144 - 0.0% 4665 GRANTS FROM NON-GOVT ENT 14,125 5,000 5,000 5,000 - 0.0% 4666 HISTORY CARDS 1,158 548 - 500 500 0.0% 4667 EAGAN VIDEO/DVD 45 6 - 100 100 0.0% 4691 OTHER REVENUE 35,489 2,104 2,000 31000 1,000 50.0% TOTAL $ 381,869 $ 527,381 $ 459,500 $ 569,500 $ 110,000 23.9% PROGRAM REVENUES: 4810 PROJ. ADMIN 236,561 125,914 310,600 399,800 89,200 28.7% 4811 CENTRAL SERVICES MTN 160,300 126,600 85,400 86,400 1,000 1.2% 4812 WATER ADMIN 524,600 579,100 613,100 643,800 30,700 5.0% 4813 SEWER ADMIN 249,700 275,600 291,800 306,400 14,600 5.0% 4815 STREET LIGHT ADMIN 38,000 29,000 30,700 32,200 1,500 4.9% 4816 STORM DRAINAGE ADMIN 19,400 20,400 21,600 22,700 1,100 5.1% 4817 WATER QUALITY ADMIN 47,600 50,000 52,900 55,500 2,600 4.9% 4821 DRUG TASK FORCE REIMS 12,336 25,688 35,000 27,000 (8,000) -22.9% 4822 OTHER REIMBURSEMENTS 17,464 7,145 6,000 7,000 1,000 16.7% 4831 CAPITAL CREDIT 3,608 5,060 - - 0.0% TOTAL $ 1,309,569 $ 1,244,708 $ 1,447,100 $ 1,580,800 $ 133,700 9.2% TRANSFERS: CABLE FRANCHISE FEES 402,392 404,439 452,800 494,200 41,400 9.1% TOTAL $ 402,392 $ 4D4,439 $ 452,800 $ 494,200 $ 41,400 9.1% GRAND TOTAL $ 23,390,429 $ 24,428,296 $ 25,449,300 $ 26,688,500 $ 1,239,200 4.9% 26 2008 Comparative Summary of Expenditures General Fund Budget 2005 2006 2007 2008 Difference 08 vs. 07 Actual Actual Budget Proposed Amount % GENERAL GOVERNMENT 01 Mayor & Council $ 112,577 $ 114,877 $ 127,500 $ 129,900 $ 2,400 1.9% 02 Administration 532,276 536,253 485,200 498,900 13,700 2.8% 03 Information Technologies 1,135,655 1,039,930 1,141,400 1,217,000 75,600 6.6% 04 City Clerk 225,887 269,891 229,000 313,300 84,300 36.8% 05 Finance 821,927 891,262 955,200 1,062,500 107,300 11.2% 06 Legal 478,504 385,199 458,000 470,400 12,400 2.7% 07 Comm Dev--Planning/ED 820,341 816,475 880,100 892,400 12,300 1.4% 08 Comm Dev-Inspections 925,919 958,532 906,300 931,700 25,400 2.8% 09 Communications 401,639 405,039 452,800 485,300 32,500 7.2% 10 Human Resources 231,800 219,006 241,900 247,600 5,700 2.4% General Govt Total 5,686,525 5,636,464 5,877,400 6,249,000 371,600 6.3% PUBLIC SAFETY 11 Police Administration 477,100 488,700 11,600 2.4% Investigations 1,453,100 1,546,900 93,800 6.5% Patrol 5,739,600 5,996,600 257,000 4.5% Support Services 2,162,800 2,307,800 145,000 6.7% Total Police 8,778,306 9,110,628 9,832,600 10,340,000 507,400 5.2% 12 Fire Administration 1,139,300 1,066,800 (72,500) -6.4% Operations 173,800 223,300 49,500 28.5% Inspections/prevent 228,600 307,800 79,200 34.6% Total Fire 1,100,821 1,419,512 1,541,700 1,597,900 56,200 3.6% Public Safety Total 9,879,127 10,530,140 11,374,300 11,937,900 563,600 5.0% PUBLIC WORKS 21 Engineering 1,206,353 1,306,946 1,138,900 1,190,900 52,000 4.6% 22 Streets & Highways 1,412;796 1,441,983 1,617,400 1,683,000 65,600 4.1% 24 Central Services Maint. 441,541 468,336 531,800 562,100 30,300 5.7% Public Works Total 3,060,690 3,217,265 3,288,100 3,436,000 147,900 4.5% PARKS & RECREATION 30 Recreation 2,053,900 2,108,900 31 Parks 1,737,200 1,807,000 Total Parks & Recreation 3,246,188 3,324,818 3,791,100 3,915,900 124,800 3.3% 32 Tree Conservation 386,240 432,925 464,100 471,600 7,500 1.6% Parks & Rec Total 3,632,428 3,757,743 4,255,200 4,387,500 132,300 3,1% GENL GOVT BLDG MAINT 33 Building Maintenance 647,788 613,380 639,400 663,100 23,700 3.7% Total Expenditures- General Fund 22,906,558 23,754,992 25,434,400 26,673,500 1,239,100 4.87% 41 Contingency--undesignated - 14,900 15,000 100 0.7% Transfer Out 1,575,000 60,507 - - - 0.0% Total Expenditures + Contingrrrsfrs $ 24,481,558 $ 23,815,499 $ 25,449,300 $ 26,688,500 $ 1,239,200 4.87% 27 2008 Budget General Fund Expenditures by Object Classification Actual Actual Budget Budget 2005 2006 2007 2008 % change GENERAL GOVERNMENT 01 Mayor and Council Personal Services $ 75,334 $ 78,304 $ 85,300 $ 86,800 1.8% 1,500 Parts and Supplies - - 100 - -100.0% (100) Services and Other Charges 37,243 36,574 42,100 43,100 2.4% 1,000 Total 112,577 114,878 127,500 129,900 1.9% 2,400 02 Administration Personal Services 401,054 400,658 380,000 393,300 3.5% 13,300 Parts and Supplies 3,424 3,310 4,000 3,800 -5.0% (200) Services and Other Charges 125,787 128,744 99,200 100,000 0.8% 800 Capital Outlay 2,012 3,540 2,000 1,800 -10.0% _ (200) Total 532,277 536,252 485,200 498,900 2.8% 13,700 03 Information Technologies Personal Services 249,780 264,185 290,000 306,600 5.7% 16,600 Parts and Supplies 27,740 38,558 41,500 48,200 16.1% 6,700 Services and Other Charges 850,680 734,358 791,200 854,600 8.0% 63,400 Capital Outlay 7,455 2,830 18,700 7,600 -59.4% (11,100) Total 1,135,655 1,039,931 1,141,400 1,217,000 6.6% 75,600 04 City Clerk Personal Services 208,695 230,925 205,100 278,000 35.5% 72,900 Parts and Supplies 239 4,040 300 3,300 3,000 Services and Other Charges 15,687 19,322 21,400 30,500 42.5% 9,100 Capital Outlay 1,266 15,603 2,200 1,500 -31.8% (700) Total 225,887 269,890 229,000 313,300 36.8% 84,300 05 Finance/City Clerk Personal Services 697,559 783,741 839,000 865,600 3.2% 26,600 Parts and Supplies 25,604 25,575 26,700 27,000 1.1% 300 Services and Other Charges 92,835 78,565 86,500 164,200 89.8% 77,700 Capital Outlay 5,929 3,380 3,000 5,700 90.0% 2,700 Total 821,927 891,261 955,200 1,062,500 11.2% 107,300 06 Legal Services and Other Charges 478,504 385,199 458,000 470,400 2.7% 12,400 Total 478,504 385,199 458,000 470,400 2.7% 12,400 07 Community Development - Planning Personal Services 730,990 739,902 807,500 818,700 1.4% 11,200 Parts and Supplies 5,726 3,626 3,900 6,400 64.1% 2,500 Services and Other Charges 83,175 61,991 68,700 66,600 -3.1% (2,100) Capital Outlay 450 2,718 - 700 0.0% 700 Construction Projects - 8,239 - - 0.0% - Total 820,341 816,476 880,100 892,400 1..4% 12,300 08 Community Development - Inspections Personal Services 873,439 904,807 843,800 866,200 2.7% 22,400 Parts and Supplies 18,836 14,520 23,700 23,400 -1.3% (300) Services and Other Charges 27,066 31,237 30,600 34,600 13.1% 4,000 Capital Outlay 6,577 7,969 8,200 7,500 -8.5% Total 925,918 958,533 906,300 931,700 2.8% 25,400 28 I 1 General Fund Expenditures by Object Classification Actual Actual Budget Budget 2005 2006 2007 2008 % change 09 Communications Personal Services 178,566 183,362 194,400 213,000 9.6% 18,600 Parts and Supplies 2,800 9,759 1,400 1,700 21.4% 300 Services and Other Charges 219,869 209,177 257,000 267,600 4.1% 10,600 Capital Outlay 403 2,742 - 3,000 #DIV/0! 3,000 Total 401,638 405,040 452,800 485,300 7.2% 32,500 10 Human Resources Personal Services 150,501 174,959 185,800 191,300 3.0% 5,500 Parts and Supplies 724 926 1,700 1,500 -11.8% (200) Services and Other Charges 77,339 43,121 53,900 51,400 -4.6% (2,500) Capital Outlay 3,236 - 500 3,400 580.0% 2,900 Total 231,800 219,006 241,900 247,600 2.4% 5,700 TOTAL GENERAL GOVERNMENT $ 5,686,524 $ 5,636,466 $ 5,877,400 $ 6,249,000 6.3% 371,600 PUBLIC SAFETY 11 Police Personal Services 7,864,089 8,093,474 8,016,600 8,361,000 4.3% 344,400 Parts and Supplies 405,593 404,887 458,200 449,700 -1.9% (8,500) Services and Other Charges 467,907 579,808 1,317,100 1,479,900 12.4% 162,800 Capital Outlay 40,718 32,459 40,700 49,400 21.4% 8,700 Total 8,778,307 9,110,628 9,832,600 10,340,000 5.2% 507,400 12 Fire Personal Services 585,124 781,595 980,600 1,127,100 14.9% 146,500 Parts and Supplies 138,881 186,261 207,400 158,800 -23.4% (48,600) Services and Other Charges 281,409 271,955 305,000 304,000 -0.3% (1,000) Capital Outlay 95,406 179,700 48,700 8,000 -83.6% (40,700) Total 1,100,820 1,419,511 1,541,700 1,597,900 3.6% 56,200 TOTAL PUBLIC SAFETY $ 9,879,127 $ 10,530,139 $ 11,374,300 $ 11,937,900 5.0% 563,600 PUBLIC WORKS 21 Engineering Personal Services 1,139,634 1,244,382 1,070,600 1,119,300 4.5% 48,700 Parts and Supplies 20,567 13,287 15,000 15,000 0.0% - Services and Other Charges 36,396 43,091 44,000 49,800 13.2% 5,800 Capital Outlay 9,756 6,186 9,300 6,800 .-26.9% (2,500) Total 1,206,353 1,306,946 1,138,900 1,190,900 4.6% 52,000 22 Streets and Highways Personal Services 807,067 849,045 1,003,900 1,017,800 1.4% 13,900 Parts and Supplies 361,791 356,730 355,100 395,400 11.3% 40,300 Services and Other Charges 243,937 236,208 252,400 266,300 5.5% 13,900 Capital Outlay - - 6,000 3,500 -41.7% 2,500) Total 1,412,795 1,441,983 1,617,400 1,683,000 4.1% 65,600 24 Central Services Maintenance Personal Services 380,910 401,632 457,000 482,800 5.6% 25,800 Parts and Supplies 28,353 28,244 27,400 28,100 2.6% 700 Services and Other Charges 32,278 26,888 38,300 36,400 -5.0% (1,900) Capital Outlay - 11,572 9,100 14,800 62.6% 5,700 Total 441,541 468,336 531,800 562,100 5.7% 30,300 TOTAL PUBLIC WORKS $ 3,060,689 $ 3,217,265 $ 3,288,100 $ 3,436,000 4.5% 147,900 29 General Fund Expenditures by Object Classification Actual Actual Budget Budget 2005 2006 2007 2008 % change PARKS AND RECREA77ON 30 Recreation Personal Services 1,445,400 1,468,900 1.6% 23,500 Parts and Supplies 'Included in 31 - Parks' 100,800 109,600 8.7% 8,800 Services and Other Charges 489,700 508,100 3.8% 18,400 Capital Outlay 9,700 13,800 42.3% 4,100 Merchandise for Resale 8,300 8,500 2.4% 200 Total - - 2,053,900 2,108,900 2.7% 55,000 31 Parks/Administration Personal Services 2,311,540 2,383,867 1,246,000 1,296,900 4.1% 50,900 Parts and Supplies 351,816 372,645 301,800 308,900 2.4% 7,100 Services and Other Charges 527,808 526,149 168,300 172,700 2.6% 4,400 Capital Outlay 45,894 34,423 21,100 28,500 35.1% 7,400 Merchandise for Resale 9.132 7,734 - - 0.0% - Total 3,246,190 3,324,818 1,737,200 1,807,000 4.0% 69,800 32 Tree Conservation Personal Services 269,830 314,229 322,500 335,200 3.9% 12,700 Parts and Supplies 35,178 40,028 40,700 44,200 8.6% 3,500 Services and Other Charges 35,242 36,485 32,200 36,400 13.0% 4,200 Capital Outlay 32,119 36,496 46,200 48,300 4.5% 2,100 Merchandise for Resale 13,871 5,687 22,500 7,500 -66.7% (15,000) Total 386,240 432,925 464,100 471,600 1.6% 7,500 TOTAL PARKS AND RECREATION $ 3,632,430 $ 3,757,743 $ 4,255,200 $ 4,387,500 3.1% 132,300 GENERAL GOVERNMENT BUILDING MAINTENANCE 33 Building Maintenance Personal Services 172,415 177,138 184,400 189,900 3.0% 5,500 Parts and Supplies 67,836 68,555 56,200 67,300 19.8% 11,100 Services and Other Charges 381,653 381,523 390,600 401,900 2.9% 11,300 Capital Outlay 8,125 3,924 8,200 4,000 -51.2% (4,200) Construction Projects 17,759 (17,759) - - 0.0% - Total $ 647,788 $ 613,381 $ 639,400 $ 663,100 3.7% 23,700 OTHER 41 Transfers Out/Contingency 1,575,000 60,507 14,900 15,000 0.7% 100 TOTAL GENERAL FUND EXPENDITURES Personal Services 17,096,527 18,006,205 18,557,900 19,418,400 4.6% 860,500 Parts and Supplies 1,495,108 1,570,951 1,665,900 1,692,300 1.6% 26,400 Services and Other Charges 4,014,815 3,830,395 4,946,200 5,338,500 7.9% 392,300 Construction Projects 17,759 (9,520) - - Capital Outlay 259,346 343,542 233,600 208,300 -10.8% (25,300) Merchandise for Resale 23,003 13,421 30,800 16,000 -48.1% (14,800) Transfers Out/Contingency 1,575,000 60.507 14,900 15,000 07% 100 TOTAL $ 24,481,558 $ 23,815,501 $ 25,449,300 $ 26,688,500 4.9% 1,239,200 30 I 1 This page left intentionally blank 31 City of H 2008 Proposed Budget Operating Budget DEPARTMENTAL BUDGETS 32 rit-Y of 8m 2008 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Manager: Mayor & City Council PURPOSE & DESCRIPTION The purpose of the Mayor and City Council is to: Expenditures as %of the General Fund • Provide for the legislative and policy- Mayor & making activities of the City's government. Council • Provide for the planning and control of 0.49% municipal expenditures through the adopt- ion of an annual budget. • Provide for the generation of revenue through the levying of taxes, fees, and rate 4iiwii structures. • Provide a forum for citizen input into the policy process through public hearings, advisory commissions, public testimony, and civic and community groups. The Mayor and City Council are responsible for the following functions: • Participate in regular City Council meetings on the 15` and 3rd Tuesday of the month, as well as monthly Council workshops as needed. • Serve on City Council Committees that make recommendations to the City Council as a whole. • Represent the City on various boards and Commissions pertaining to local government. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Number of special City Council meetings held 15 15 15 15 annually Percentage of City advisory commissions that met in 80% 100% 100% 100% a joint meeting with the Council each year 33 Qty of Eapo 2008 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Manager: Mayor & City Council HIGHLIGHTS & CHANGES Expenditures by Category Overview: The 2008 Mayor and City Council Services & budget is proposed to increase by $2,400, or Other 1.9%. The primary inflationary increases are Charges evident in the PERA, health insurance, liability 33.18% insurance, and local meeting expenses. Personal Services 66.82% EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 75,333 $ 78,304 $ 85,300 $ 86,800 Parts and Supplies - - 100 - Services and Other Charges 37,243 36,574 42,100 43,100 Total $ 112,576 $ 114,878 $ 127,500 $ 129,900 34 of EaPH 2008 Proposed Budget Operating Budget Mayor & City Council (01) Responsible Manager: Mayor & City Council LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL. SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES - REGULAR $ 37,134 $ 37,020 $ 37,000 $ 37,000 6144 FICA 2,084 1,746 2,800 2,800 6146 PERA-DCP. 1,035 1,039 1,000 1,400 6151 HEALTH INSURANCE 34,731 38,148 44,100 45,500 6152 LIFE INSURANCE 80 79 - _ 6154 DISABILITY-LONG TERM 124 122 - - 6155 WORKERS COMPENSATION 145 150 400 100 PERSONAL SERVICES 75,333 78,304 85,300 86,800 PARTS & SUPPLIES 6215 REFERENCE MATERIALS - - 100 - PARTS & SUPPLIES - - 100 - SERVICES & OTHER CHARGES 6353 PERSONAL AUTO/PARKING 10 - 100 100 6355 CELLULAR TELEPHONE SERVICE - 22,900 - - 6385 INSURANCE 24,700 331 24,000 24,700 6475 MISCELLANEOUS 232 8,213 200 300 6476 CONFERENCES AND SCHOOLS 7,958 5,110 13,500 13,500 6477 LOCAL MEETING EXPENSES 4,343 20 4,300 4,500 SERVICES & OTHER CHARGES 37,243 36,574 42,100 43,100 TOTAL MAYOR & CITY COUNCIL $ 112,576 $ 114,878 $ 127,500 $ 129,900. 1.88% 35 City of Bain 2008 Proposed Budget Operating Budget This page left intentionally blank 36 City of 11 2008 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator PURPOSE & DESCRIPTION Expenditures as % of the General Fund The purpose of the Administration Department is Admin. to: • Ensure. the execution of policies and 1.87% direction of the Eagan City Council. • Provide administrative leadership for day- to-day operations. • Coordinate the various municipal functions and provide administrative support as req- uired. The Administration Department is responsible for the following functions: • Respond to inquiries and requests of the City Council. • Oversee Department Heads and ensure departments are working in coordination with one another toward a common goal. • Complete administrative activities not unique to and, therefore, not assignable to other operating depart- ments or divisions. • Prepare weekly Council packets and other communications to the City Council and the City's organization as a whole. • Provide staff support to the City's Airport Relations Commission and airport noise advisory bodies. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Number of airport noise complaints/questions (telephone and email) 80 103 150 200 Percentage of airport noise complaints (telephone calls 96% 97% 99% 99% and e-mails) responded to within 24 business hours Percentage of citizens rating quality of life in Eagan as 95% N/A 96% 96% excellent or good. (note: biannual survey) 37 City of Baps 2008 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator HIGHLIGHTS & CHANGES Expenditures by Category Personal Overview: The Administration budget shows an Services Parts & increase of $13,700, or 2.8%, which is attributed 78.83% Supplies primarily to inflationary costs associated with 0.76% personnel and insurance costs. Services & Other Hinhil aht/Chanue 1: Professional Services is Charges proposed to decrease as it has been the practice of Capital 20.04% the City Council to only hire a Goals Retreat outlay facilitator in January following an election year. 0.36% Financial Impact: $1,500 decrease from 2007 Service Level Impact: The City Council has historically operated on two-year goals cycles. Should the Council wish to employ a facilitator at any point during 2008, there is $3,600 budgeted for general consulting services. Highlieht/Channe 2: The Historical Society budget is increased to fund an events budget, increase maintenance of the 1914 Town Hall, a historical interpretive sign similar to the sign at Thresher Fields, and a celebration in honor of the State's sesquicentennial. Financial Impact: $1,200 increase over 2007 Service Level Impact: The Historical Society has partnered with the Eagan Seniors on the Flag Day event in the past, and funding has been provided by the Eagan Seniors. Both groups are interested in expanding this event, and therefore the Historical Society is being asked to contribute. Additionally, the Society would like to host a celebratory event in honor of the State's sesquicentennial. Highlight/Chanue 3: The Historical Society is again proposing that the City hire an intern as it did in 2007. The position salary is proposed to be increased from $7/hr to $11.79/hr to be more in line with other City interns, and the intern is proposed to be hired for 240 hours, compared to 120 hours in 2007. Financial Impact: This will cost $2,800, which is an increase of $1,600 over 2007. Service Level Impact: The intern will assist the Society in cataloguing the City's historic collection, secure additional items from the community, and work to better preserve our historic materials (at the advice of the MN Historical Society). EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure _ 2005 2006 2007 2008 Personal Services $ 401,054 $ 400,658 $ 380,000 $ 393,300 Parts and Supplies 3,424 3,310 4,000 3,800 Services and Other Charges 125,786 128,745 99,200 100,000 Capital Outlay 2,012 3,540 2,000 1,800 Total $ 532,276 $ 536,253 $ 485,200 $ 498,900 38 aty of Ragn 2008 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours City Administrator 1 1 1 1 2,080 Assistant to City Administrator 1 1 0.8 0.8 1,664 Administrative Secretary/Deputy Clerk 1 1 1 1 2,080 Clerical Technicians 1 1 1 1 2,080 Total 4.0 4.0 3.8 3.8 7,904 2008 WORK PLAN Activity Routine 1 Council meeting and workshop preparation 2 Airport duties (citizen communication, ARC preparation, service on Committees, etc.) 3 Intergovernmental, municipal, City departmental, and association meetings 4 Clerical and administrative support 5 Oversight of the City's day-to-day operations 6 Annual budget preparation 39 My of Rap 2008 Proposed Budget Operating Budget Administration (02) Responsible Manager: Tom Hedges, City Administrator LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 320,897 $ 307,239 $ 302,800 $ 314,050- 6112 OVERTIME-REGULAR 2,955 3,367 - - 6130 SALARIES AND WAGES-TEMPORARY - 9,534 - - 6142 PERA-COORDINATED 17,614 18,886 18,900 20,400 6144 FICA 21,270 21,859 20,200 21,000 6151 HEALTH INSURANCE 34,738 36,024 35,600 36,100 6152 LIFE INSURANCE 517 518 - - 6154 DISABILITY- LONG TERM 1,003 1,009 - - 6155 WORKERS COMPENSATION 2,060 2,222 2,500 1,800 PERSONAL SERVICES 401,054 400,658 380,000 393,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,115 2,283 2,800 2,500 6211 OFFICE PRINTED MATERIAUFORMS - 13 100 100 6212 OFFICE SMALL EQUIPMENT 652 414 400 500 6215 REFERENCE MATERIALS 344 256 300 300 6220 OPERATING SUPPLIES-GENERAL 206 344 400 400 6230 REPAIR/MTN SUPPLIES - GENERAL 107 - - - PARTS & SUPPLIES 3,424 3,310 4,000 3,800 SERVICES &_OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 44,130 45,200 5,100 3,600 6353 PERSONAL AUTO/PARKING 8,357 8,393 9,300 9,400 6355 CELLULAR TELEPHONE SERVICE 703 369 800 500 6357 GENERAL ADVERTISING - - 400 200 6370 GENERAL PRINTING AND BINDING - - 400 - 6385 INSURANCE 4,600 5,300 5,600 5,800 6475 MISCELLANEOUS 692 531 1,000 800 6476 CONFERENCES AND SCHOOLS 6,312 5,433 6,900 7,200 6477 LOCAL MEETING EXPENSES 2,871 3,610 4,800 4,800 6479 DUES AND SUBSCRIPTIONS 44,386 45,876 47,300 47,900 6496 HISTORICAL SOCIETY 985 1,283 1,900 2,500 6535 OTHER CONTRACTUAL SERVICES 12,750 12,750 14,500 14,500 6561 TEMPORARY HELP--CLERICAL - - 1,200 2,800 SERVICES & OTHER CHARGES 125,786 128,745 99,200 100,000 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 2,012 3,540 2,000 1,800 CAPITAL OUTLAY 2,012 3,540 2,000 1,800 TOTAL ADMINISTRATION $ 532,276 $ 536,253 $ 485,200 $ 498,900 2.82% 40 City of hp 2008 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator PURPOSE & DESCRIPTION Expenditures as %of the General Fund The purpose of the IT Department is to: • Provide technology support for the City's Information Local and Wide Area Network operations. Tech. • Develop and implement Citywide IT polic- 4.56% ies and procedures. • Provide technology support for the City's desktop and mobile hardware. • Provide support for all City software appli-4imrw cations. • Provide support for City's Communication Systems hardware and software. • Recognize and recommend new developments in technology. • Establish standards for efficient operation of staff's IT tools to maintain high quality of service with minimal downtime. The IT Department is responsible for the following functions: • Recommend, purchase, install and provide technical support, maintenance and security for the City's Local and Wide Area Network operations and all of its components. • Recommend, purchase, install and provide technical support for desktop and mobile computer hardware and software applications. • Provide support for telephone/voicemail software and hardware. • Recommend, purchase, install and support the City's low-voltage wiring infrastructure. • Maintain WAN backup system. • Conduct research and recommend new or improved technology systems. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target City PCs maintained 250 262 270 275 Work orders processed 2,070 2,045 2,146 2,500 PCs replaced per year N/A 53 35 40 Non-LOGIS software applications supported 66 75 79 85 Printers maintained 95 96 99 105 Spam emails deleted before arriving at City, avg/day N/A 4,100 13,607 16,667 Spam emails quarantined, average per day 400 1,000 1,900 4,000 LOGIS software applications supported 13 14 14 14 Gigabytes of server storage 1,327 2,555 18,400 20,000 Average gigabytes supported (PC support) N/A 15,800 16,200 17,500 41 my Of Raid 2008 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator HIGHLIGHTS & CHANGES Expenditures by Category Overview: The Information Technology budget Capital shows an increase of $75,600, or 6.6%. Services & Outlay COa err 0.62% Personal Hiahliaht/Channe 1: Dakota County Criminal 7022% Services Justice Integrated Information Network (CJIIN) 25.19% partnership costs previously were paid out of the General Fund fund balance, but as this has now Parts & become an ongoing annual expense primarily for Supplies software enhancements, it is included in the 3.96% operating budget for the first time this year. Financial Impact: $45,500 increase over 2007 Service Level Impact: No changes in operations for 2008. The only change is in incorporating the expense into the operating budget. Highlight/Change 2: More documents are being printed in-house in color, increasing office supply expenditures on cartridges. In addition, wireless keyboard, wireless mouse, and CDs expenditures are increasing. Financial Impact: $11,000 increase over 2007 Service Level Impact: Documents prepared for the Council and other reports/presentations are enhanced, and staff can utilize improvements in technology. Highilaht/Channe 3: New software maintenance contracts for Police mug shots and the ISD 196 fiber run will be in place for 2008, and an increase in the number of GIS users City-wide will increase the ArcView maintenance contract. Financial Impact: The above items account for $21,900 of the $27,700 total increase in maintenance contracts-$6,700 for mug shots, $5,200 for ISD 196 fiber, and $10,000 for the additional ArcView licenses. Service Level Impact: The mug shot software and fiber are already in place. Adding GIS capabilities to other departments will enhance departmental operations and interdepartmental coordination. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure____ 2005 2006 2007 2008 Personal Services $ 249,781 $ 264,185 $ 290,000 $ 306,600 Parts and Supplies 27,740 38,558 41,500 48,200 Services and Other Charges 850,679 734,358 791,200 854,600 Capital Outlay 7,455 2,830 18,700 7,600 Total $1,135,655 $ 1,039,931 $ 1,141,400 $ 1,217,000 42 I' I C-It] Of hp 2008 Proposed Budget Operating Budget Information Technology (03) Responsible Manager: Kristi Peterson, IT Coordinator POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours IT Coordinator 1 1 1 1 2,080 IT Specialist 2 2 2 2 4,160 Total 3 3 3 3 6,240 2008 WORK PLAN Activity Routine 1 Develop IT policies and procedures 2 Research and recommend new technologies 3 Establish IT goals, objectives, standards and controls 4 Troubleshoot hardware/software system and telephone/voicemail problems 5 Maintain LAN backups and recovery and security systems 6 Purchase hardware/software, supplies and licensing 7 Coordinate projects with LOGIS 8 Maintain network and user accounts 9 Design and implement network wiring infrastructure 10 Maintain relationships/memberships with intergovernmental agencies 43 01y of 1 2008 Proposed Budget Operating Budget Information Technologies (03) Responsible Manager: Kristi Peterson, IT Coordinator LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 193,455 $ 208,129 $ 225,300 $ 234,800 6112 OVERTIME-REGULAR 4,198 2,670 4,000 5,000 6142 PERA-COORDINATED 11,081 12,810 14,300 15,600 6144 FICA 14,277 15,118 17,500 18,300 6151 HEALTH INSURANCE 24,711 23,250 27,600 31,200 6152 LIFE INSURANCE 366 377 - 6154 DISABILITY -LONGTERM 712 747 - 6155 WORKERS COMPENSATION 981 1,084 1,300 1,700 TOTAL PERSONAL SERVICES 249,781 264,185 290,000 306,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 16,592 23,699 17,000 28,000 6224 CLOTHING/PERSONAL EQUIPMENT 110 - 200 200 6230 REPAIR/MAINTENANCE SUPP-GENL 10,969 8,769 12,000 13,000 6270 COMPUTER SOFTWARE 69 6,090 12,300 71000 PARTS & SUPPLIES 27,740 38,558 41,500 48,200 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL - 23,217 96,500 95,000 6330 DCC COSTS - 9,000 10,000 - 6346 POSTAGE 90 93 - 100 6347 TELEPHONE SERVICE & LINE CHG - 535 500 100 6348 MATRIX SERVICE AND REPAIR 635 556 1,000 1,000 6349 TELEPROCESSING EQUIPMENT 1,890 - - - 6350 LOGIS IT SERVICES 620,330 463,691 480,000 483,900 6351 PAGER SERVICE FEES 68 43 100 - 6352. TELEPHONE CIRCUITS 26,774 34,274 27,000 27,000 6353 PERSONAL AUTO/PARKING 1,700 1,847 1,500 1,500 6355 CELLULAR TELEPHONE SERVICE 1,059 683 600 1,000 6360 DAKOTA COUNTY CJIIN PARTNERSHIP 36,609 45,538 - 45,500 6385 INSURANCE 6,200 6,000 6,300 6,500 6476 CONFERENCES AND SCHOOLS 2,573 4,689 5,000 3,600 6477 LOCAL MEETING EXPENSES - - 100 100 6535 OTHER CONTRACTUAL SERVICES 4,535 1,641 - - 6567 CONTRACTUAL PROGRAMMING/DP 3,642 1,934 8,000 7,000 6569 MAINTENANCE CONTRACTS 144,574 140,617 154,600 182,300 SERVICES & OTHER CHARGES 850,679 734,358 791,200 854,600 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES 655 - 8,000 - 6660 OFFICE FURNISHINGS/EQUIPMENT 6,800 2,830 10,700 7,600 CAPITAL OUTLAY 7,455 2,830 18,700 7,600 TOTAL INFORMATION TECHNOLOGY $1,135,655 $ 1,039,931 $1,141,400 $1,217,000 6.62% 44 MY Of 2008 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk PURPOSE & DESCRIPTION Expenditures as %of the General Fund The purpose of the City Clerk Department is to: • Conduct elections. City Clerk • Execute official documents and maintain 1.17% official records of the City. • Oversee issuance of personal and busi- ness licenses as required by City Code. • Oversee City purchasing. The City Clerk Department is responsible for the 4i[roor following functions: • Provide for maintenance and execution of procedures for voter registration • Coordinate purchases through co-op ventures and vendor selection • Prepare, execute, and maintain official City records • Prepare and post official notices • Record and maintain minutes of Council and Commission/Committee meetings • Provide public information on ordinances, contracts and policies • Issue and renew business licenses • Oversee risk management programs • Coordinate the City's safety program PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Registered voters in City N/A 44,003 N/A 44,000 Voter turnout N/A 65.20% N/A 80% Dangerous dog hearings 15 4 8 10 Insurance claims processed 63 46 55 55 Licenses (all types) issued 292 305 291 291 Pages of documents imaged N/A 70,000 75,000 75,000 45 City Of 0 2008 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk HIGHLIGHTS & CHANGES Expenditures by Category Overview: The City Clerk budget shows an Personal Supplies its & increase of $84,300, or 36.8%, due to the 2008 Services x.06% election. Factoring out the election, the increase is 88.73% $15,200, or 6.6%. Services & Other Highlight/Change 1: The City will conduct primary Charges and general elections in 2008. Capital 9.74% Financial Impact: Cost for both elections is Outlay estimated at $69,100 total. $60,000 of this amount 0.48% is election judge expense. An increase in election judge hourly pay rates, bringing them more in line with other cities, accounts for $6,000 of the total election judge expense. Service Level Impact: Increasing election judge pay rates so that they are closer to the norm may help the City Clerk in the difficult task of recruiting a sufficient number of judges. Highlight/Change 2: Legal notice publication costs have been adjusted upward to reflect recent history. Financial Impact: $2,800 increase over 2007 Service Level Impact: None. Highliaht/Change_ 3. The City Clerk's attendance at the International Institute of Municipal Clerks Conference is budgeted on an every other year basis. Financial Impact: $1,900 in 2008 Service Level Impact: Continuing education allows staff to stay current on affairs of the Clerk's office. Hi hli ht/Chan a 4: Codification of the City Code only occurred once in 2006, but will occur twice in 2008. Financial Impact: $1,500 over 2007 budget Service Level Impact: City Code will be more up-to-date. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 208,694 $ 230,925 $ 205,100 $ 278,000 Parts and Supplies 239 4,040 300 3,300 Services and Other Charges 15,686 19,322 21,400 30,500 Capital Outlay 1,266 15,603 2,200 1,500 Total $ 225,885 $ 269,891 $ 229,000 $ 313,300 46 I i Oil of Rap 2008 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours City Clerk 1 1 1 1 2,080 Clerical Technician 1 0.75 0.75 0.75 1,560 Receptionist 1.5 1.5 1.5 1.5 3,120 Total 3.5 3.25 3.25 3.25 6,760 2008 WORK PLAN Activity Routine 1 Risk Management 2 Licensing 3 Purchasing 4 Safety Coordination 5 Annual Budget Preparation 6 Clerical and Administrative Support 7 Elections 47 City of 1*0 2008 Proposed Budget Operating Budget Administrative Services - City Clerk (04) Responsible Manager: Maria Petersen, City Clerk LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 165,212 $ 137,295 $ 156,500 $ 164,700 6112 OVERTIME-REGULAR - 2,848 - 4,300 6130 SALARIES AND WAGES-TEMPORARY - 51,447 - 60,000 6131 OVERTIME-TEMPORARY - - - - 6142 PERA-COORDINATED 9,136 8,710 9,800 11,000 6144 FICA 10,225 9,379 12,000 12,900 6151 HEALTH INSURANCE 22,665 20,021 25,900 23,900 6152 LIFE INSURANCE 212 179 - - 6154 DISABILITY - LONG-TERM 414 344 - - 6155 WORKERS COMPENSATION 830 703 900 1,200 PERSONAL SERVICES 208,694 230,925 205,100 278,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 139 1,144 300 300 6225 ELECTION SUPPLIES - 2,896 - 3,000 6270 COMPUTER SOFTWARE 100 - - PARTS & SUPPLIES 239 4,040 300 3,300 SERVICES & OTHER CHARGES 6353 PERSONAL AUTO/PARKING 208 464 200 300 6355 CELLULAR TELEPHONE SERVICE - 95 - 100 6359 LEGAL NOTICE PUBLICATION 9,917 13,773 11,000 13,800 6385 INSURANCE 1,300 1,400 1,500 1,500 6475 MISCELLANEOUS - - 100 - 6476 CONFERENCES, TRAINING, SCHOOLS 968 105 1,500 3,200 6477 LOCAL MEETINGS EXPENSE - 1,687 - 1,700 6479 DUES AND SUBSCRIPTIONS 198 347 100 300 6535 OTHER CONTRACTUAL SERVICES 3,095 1,451 3,000 3,000 6569 MAINTENANCE CONTRACTS - - 4,000 6,600 SERVICES & OTHER CHARGES 15,686 19,322 21,400 30,500 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - 7,606 - - 6660 OFFICE FURNISHINGS/EQUIPMENT 1,266 7,998 2,200 1,500 CAPITAL OUTLAY 1,266 15,603 2,200 1,500 TOTAL CITY CLERK $ 225,885 $ 269,891 $ 229,000 $ 313,300 36.81% 48 i t City of 2008 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer PURPOSE & DESCRIPTION The purpose of the Administrative Services - Expenditures as %of the General Fund Finance Department is to: • Manage and safeguard the City's financial assets. Finance • Provide timely and accurate financial infor- 3.98% mation to aid management in making deci- sions about the City's operations. • Communicate financial plans and financial results to the City's various stakeholders via financial reports. The Administrative Services Finance Department is responsible for the following functions: • Accounting and financial reporting • Budgeting • Accounts payable • Payroll • Utility Billing • Cash receipting and investment management • Debt management PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Moody's credit rating Aa1 Aa1 Aa1 Aa1 Standard & Poors credit rating AA+ AA+ AA+ AA+. Average rate of return on investments 3.3% 4.1% 4.0% 4.0% Vendor checks issued 7,744 8,006 8,000 8,000 Payroll checks/direct deposit issued 12,150 12,676 12,800 12,800 Percent of paychecks paid as direct deposit 68% 73% 80% 100% Utility accounts serviced 19,423 19,441 19,500 19,500 49 my of bpQ 2008 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer HIGHLIGHTS & CHANGES Expenditures by Category parts & Overview: The proposed Finance Division budget Supplies is up $107,300, or 11.2%, from 2007. Except for 2.54%u the additional staff resources proposed in Highlight/Change 1, the Finance budget is up 3.4% Services & due to inflation. Personal Other Services Charges Hi hli ht/Chan a 1: Additional staff resources 81.47% 49C Capital 15'45% are proposed to provide budget analysis and Outlay budget preparation, and to assist the Division with 0.54% existing resource needs in the areas of accounting and cash receipting. Until the Division has had the chance to assess opportunities for reorganization and how the position may be structured, the additional resources are budgeted in the contractual services line item. Financial Impact: $75,000 is budgeted for the position, including benefits. Service Level Impact: With the added help, the Division can analyze budgeting and procurement practices in an effort to identify ways to reduce expenditures City-wide. The position will also support the City Council's recent initiative to create a more comprehensive budget document that serves as not only a financial plan, but also a communications tool and policy statement for the benefit of the City's various stakeholders. Furthermore, the increased resources will allow the Division the keep up with the increased work associated with changes in government accounting and auditing standards as well as an increase in cash/credit receipting activity. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 697,559 $ 783,741 $ 839,000 $ 865,600 Parts and Supplies 25,604 25,575 26,700 27,000 Services and Other Charges 92,836 78,565 86,500 164,200 Capital Outlay 5,929 3,380 3,000 5,700 Total $ 821,928 $ 891,262 $ 955,200 $1,062,500 50 i t My Of E*n 2008 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Director of Administrative Services 1 1 1 1 2,080 Chief Financial Officer 1 1 1 1 2,080 Accountant 11 0.75 0.75 1 1 2,080 Accountant 1 3 3 3 3 6,240 Accounting Clerk - Accounts Payable 1 1 1 1 2,080 Accounting Clerk - Payroll 1 1 1 1 2,080 Accounting Clerk - Utility Billing 1 1 1 1 2,080 Accounting Clerk - UB/Special Assessments 1 1 1 1 2,080 Total 9.75 9.75 10 10 20,800 2008 WORK PLAN Activity Routine 1 Administrative/supervision 2 Preparation of budget/CIP 3 Preparation for audit and completion of annual report 4 Dakota County Drug Task Force accounting 5 Special assessment accounting 6 Other general accounting and reporting 7 Water/sewer utility billing 8 Payroll processing 9 Purchasing/accounts payable processing 10 Investment/debt management 11 Preparation of new budget format/budget book 12 Utility billing system conversion 51 Sty of R*Q 2008 Proposed Budget Operating Budget Administrative Services-Finance (05) Responsible Manager: Tom Pepper, Chief Financial Officer LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 556,636 $ 619,522 $ 650,800 $ 672,000 6112 OVERTIME-REGULAR 2,268 2,379 5,000 4,000 6130 SALARIES AND WAGES-TEMP - 405 - - 6142 PERA-COORDINATED 30,919 36,848 41,000 43,900 6144 FICA 38,735 42,699 48,400 49,800 6151 HEALTH INSURANCE 63,229 75,442 89,900 91,000 6152 LIFE INSURANCE 1,031 1,138 - 6154 DISABILITY - LONG TERM 1,991 2,197 - 6155 WORKERS COMPENSATION 2,750 3,110 3,900 4,900 PERSONAL SERVICES 697,559 783,741 839,000 865,600 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 21,428 21,240 22,500 23,000 6211 OFFICE PRINTED MATERIAL/FORMS - 344 6212 OFFICE SMALL EQUIPMENT - 307 6215 REFERENCE MATERIALS 294 162 400 400 6220 OPERATING SUPPLIES-GENERAL 3,082 2,662 3,000 2,700 6270 COMPUTER SOFTWARE 800 861 800 900 PARTS & SUPPLIES 25,604 25,575 26,700 27,000 SERVICES & OTHER CHARGES 6314 AUDITING 18,200 20,300 22,300 6315 FINANCIAL - NON-AUDIT 15,345 15,200 - 75,000 6346 POSTAGE 13,656 5,501 13,500 13,500 6347 TELEPHONE SERVICE & LINE CHG 7,235 12,457 11,700 10,000 6348 MATRIX SERVICE-REPAIR 170 7,071 200 100 6353 PERSONAL AUTO/PARKING 4,279 - 4,400 4,500 6355 CELLULAR TELEPHONE SERVICE 103 4,259 100 100 6370 GENERAL PRINTING AND BINDING 699 94 400 1,100 6385 INSURANCE 7,100 323 8,900 9,200 6426 SMALL EQUIPMENT REPAIR-LABOR 372 8,600 200 300 6457 MACHINERY AND EQUIP RENT 8,769 316 8,800 7,600 6475 MISCELLANEOUS 6,919 8,795 6,700 7,200 6476 CONFERENCES AND SCHOOLS 2,841 5,885 5,100 6,800 6477 LOCAL MEETING EXPENSES 155 2,871 300 300 6479 DUES AND SUBSCRIPTIONS 2,036 147 1,700 1,800 6493 DAKOTA COUNTY SPECIAL ASSESSMENT FEES 3 1,806 - - 6569 MAINTENANCE CONTRACTS 4,954 5,240 4,200 4,400 SERVICES & OTHER CHARGES 92,836 78,565 86,500 164,200 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 5,929 3,380 3,000 5,700 CAPITAL OUTLAY 5,929 3,380 3,000 5,700 TOTAL FINANCE $ 821,928 $ 891,262 $ 955,200 $ 1,062,500 11.23% 52 I i alt] Of Eap 2008 Proposed Budget Operating Budget Legal Services (06) PURPOSE & DESCRIPTION Expenditures as %of the General Fund The purpose Legal Services is to: • Provide legal counsel to the City Council and staff. • Provide prosecution services in charges Legal against perpetrators. 1.76% • Provide counsel to Human Resources on labor and personnel issues. The Legal Department is responsible for the following functions: • Provide legal representation to City in the prosecution or defense of all proceedings in which the City is a party. • Review ordinances, resolutions, contracts and other legal documents. • Provide coordination with outside legal counsel. • Provide legal representation on personnel matters as needed. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Number of civil legal service hours billed to the City 2,900 2,702 N/A 2,750 Number of civil cases prosecuted 5,848 5,871 N/A 5,900 53 City of bpn 2008 Proposed Budget Operating Budget Legal Services (06) Expenditures by Category HIGHLIGHTS & CHANGES Overview: The Legal Services budget is proposed to Prosecution increase by $12,400, or 2.7%, which includes a 5.5% 38% increase to civil legal services, while prosecution and other expenses are proposed at the same budget Other amount as 2007. 12% Highlight/Change 1: Civil Legal Services includes a 1.5% rate increase by Severson, Sheldon, Dougherty, & Civic Molenda, as well as a 4% increase to reflect actual YTD 50% expenditures in 2007. Financial Impact: $12,400 increase over 2007 EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 _ 2008 Services and Other Charges $ 478,504 $ 385,199 $ 458,000 $ 470,400 Total 478,504 385,199 458,000 470,400 2.71% Breakdown: Civil 234,984 190,729 225,000 237,400 Prosecution 175,474 163,073 178,000 178,000 Other 68,046 31,398 55,000 55,000 $ 478,504 $ 385,199 $ 458,000 $ 470,400 54 City of Eap 2008 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner PURPOSE & DESCRIPTION The purpose of the Community Development-- ExPendituresas %of the General Fund Planning Department is to: • Coordinate development review process and interaction with residential, commer- Conn" Dev cial and industrial developers and the pub- Planning/ED 3.34% I IC. • Perform long range planning activities to guide the physical development of the 4wor City. • Supervise the regulation of zoning and land use requirements set by the City Code. • Manage Geographic Information Systems data and reports for multiple City functions. • Coordinate economic development, redevelopment and housing finance activities in the City. • Manage special studies, projects and data analysis for development and redevelopment. • Provide adequate support/coverage for information requests from a variety of customers. The Community Development-Planning Department is responsible for the following functions: • Perform development application review and coordinate staff report preparation for Commission/Council review of land use, zoning and subdivision applications. • Maintain/Update Comprehensive Land Use Plan and Subdivision and Zoning Code. • Provide education and enforcement of zoning and land use regulations. • Develop GIS applications for department and provide multi-department GIS support. • Work with businesses, developers and other agencies to retain, expand and attract jobs and businesses in the community and to maintain, revitalize and redevelop specific areas of the City as appropriate. • Participate and/or staff Task Forces and coordinate special studies. • Manage cold phone/counter calls from residents, realtors, developers, etc. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Subdivision & Platting related applications 38 35 40 38 Zoning Enforcement Cases 822 804 820 810 Special Studies/Task Forces staffed 2 0 2 1 Rezonings/Prelim & Final PD/PD Amendment 35 38 35 35 CUP/IUPNariances 29 33 30 30 Ord Amendment/Comp Plan Amendment 12 13 10 10 Sign Permits 238 196 200 200 55 City of 0 2008 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner Expenditures by Category HIGHLIGHTS & CHANGES Parts & Overview: This Planning budget is an increase of SOupples $12,300, or 1.4% over 2007. Personal Services & Hiahlight/Change 1: Office supplies expense is Services Other increased to be more in line with historical actuals. 91.81% Charges Financial Impact: $1,500 increase 7.47% Service Level Impact: None. Hi hli ht/Chan a 2: Professional services is reduced due to the 2008 Comprehensive Plan update concluding in 2008. Financial Impact: $5,000 decrease from 2007 Service Level Impact: None. Highliaht/Channe 3: General printing and binding is increased for the option to have the completed 2008 Comprehensive Plan professionally printed. Financial Impact: $1,100 increase Service Level Impact: Outsourcing the printing to a professional may enhance the quality of the finished product and free up staff resources for other tasks. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 730,990 $ 739,902 $ 807,500 $ 818,700 Parts and Supplies 5,726 3,626 3,900 6,400 Services and Other Charges 83,175 61,991 68,700 66,600 Capital Outlay 450 2,718 - 700 Total $ 820,341 $ 808,237 $ 880,100 $ 892,400 56 i r alt Of bpo 2008 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Community Development Director 0.5 0.5 0.5 0.5 1,040 City Planner 1 1 1 1 2,080 Planners 2 2 2 2 4,160 Planning Aide 1 1 1 1 2,080 GIS Technician/Planner 1 1 1 1 2,080 Code Enforcement Technician 3 3 3 3 6,240 Office Supervisor 1 1 1 1 2,080 Total 9.5 9.5 9.5 9.5 19,760 2008 WORK PLAN Activity Routine 1 General Planning & Zoning Administration 2 Current Planning 3 Special Studies/Budget 4 Comprehensive Plan 5 Zoning 6 GIS Administration 7 Code Enforcement 8 Economic Development - Redevelopment 9 Technical Assistance 10 Clerical - Planning & Zoning 57 City Of E*D 2008 Proposed Budget Operating Budget Community Development - Planning (07) Responsible Manager: Mike Ridley, City Planner LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 571,532 $ 572,477 $ 613,600 $ 632,400 6112 OVERTIME-REGULAR - 191 - - 6130 SALARIES AND WAGES-TEMPORARY 13,422 13,544 15,000 15,000 6142 PERA-COORDINATED 31,592 34,243 38,300 41,100 6144 FICA 42,444 41,695 47,500 48,800 6151 HEALTH INSURANCE 63,949 69,498 86,700 78,300 6152 LIFE INSURANCE 1,070 1,071 - - 6154 DISABILITY - LONG TERM 2,079 2,085 - - 6155 WORKERS COMPENSATION 4,902 5,098 6,400 3,100 PERSONAL SERVICES 730,990 739,902 807,500 818,700 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 2,807 2,294 1,000 2,500 6211 OFFICE PRINTED MATERIAL/FORMS 257 83 400 600 6212 OFFICE SMALL EQUIPMENT 783 185 600 1,300 6215 REFERENCE MATERIALS 78 81 200 200 6220 OPERATING SUPPLIES-GENERAL 552 327 500 500 6221 FILM & FILM PROCESSING 49 5 100 200 6231 MOBILE EQUIP REPAIR PARTS 594 98 500 400 6235 FUEL, LUBRICANTS, ADDITIVES 606 553 600 700 PARTS & SUPPLIES 5,726 3,626 3,900 6,400 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 11,810 4,425 25,000 20,000 6312 ENGINEERING 16,983 - - - 6313 PLANNING 27,431 - - - 6346 POSTAGE 4,547 4,603 4,500 5,000 6347 TELEPHONE SERVICE & LINE CHG 323 - 500 500 6348 MATRIX SERVICE & REPAIR - 148 100 300 6353 PERSONAL AUTO/PARKING 3,932 4,146 4,000 4,100 6355 CELLULAR TELEPHONE SERVICE 859 849 900 900 6370 GENERAL PRINTING AND BINDING - 460 1,000 2,100 6385 INSURANCE 3,900 4,300 4,500 4,600 6426 SMALL EQUIPMENT REPAIR-LABOR - - 100 100 6475 MISCELLANEOUS - 31,070 - - 6476 CONFERENCES AND SCHOOLS 8,248 7,723 9,600 11,800 6477 LOCAL MEETING EXPENSES 1,969 1,215 2,400 1,800 6479 DUES AND SUBSCRIPTIONS 2,676 2,549 4,800 5,000 6480 LICENSES, PERMITS AND TAXES 30 - 100 100 6504 ECONOMIC DEVELOPMENT ACTIVITY - 339 10,700 10,000 6569 MAINTENANCE CONTRACTS 467 164 500 300 SERVICES & OTHER CHARGES 83,175 61,991 68,700 66,600 CAPITAL OUTLAY 6670 OTHER EQUIPMENT 450 2,718 - 700 CAPITAL OUTLAY 450 2,718 - 700 TOTAL COMMUNITY DEV. - PLANNING $ 820,341 $ 808,237 $ 8801100 $ 892,400 1.40% 58 alt) Of hp 2008 Proposed Budget Operating Budget' Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official PURPOSE & DESCRIPTION The purpose of the Community Development - Expenditures as %of the General Fund Inspections Department is to: • Protect the health, safety and welfare of designers, builders and occupants of the Comm Dev built environment in Eagan. Inspections • Verify compliance with municipal and state 3.49% building, fire, plumbing, electrical, heating, energy and accessibility codes. tadir • Inform and educate residents, builders and designers of minimum requirements and inform them of the history of those codes. • Enforce codes with verbal instructions, correction notices, correspondence or legal action, as necessary. • Identify potential improvements that can be made in codes and standards and propose changes. The Community Development Inspections Department is responsible for the following functions: • Review plans, specifications and support documents and request revisions, when necessary. • Collect fees directly and indirectly related to the Division. • Issue sewer/water, fire suppression, building, plumbing, mechanical, underground storage tank and building move permits. • Schedule and perform field inspections for the above permits. • Coordinate proposed construction projects with other Departments and other government agencies. • Respond to residents' questions and concerns regarding code interpretations and potential code violations. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Building permits 2,010 1,885 1,700 1,900 Plumbing permits 1,114 1,204 1,100 1,200 Mechanical permits 958 957 700 900 Inspections per building inspector 1,590 1,548 1,792 1,800 59 ~ItJ Of ~~I1 2008 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official HIGHLIGHTS & CHANGES Expenditures by Category Overview: The Protective Inspections Division's Parts & proposed budget reflects an increase of $25,400, Supplies or 2.8% over 2007. Few budget changes have 2.51% been made in anticipation of similar construction Personal Services & activity in 2008 while providing a comparable level Services Service Other of service. 93% of the division's expenditure Charges budget is comprised of personal services. % Capital 3.71 Outlay High Iiaht/Change 1: Credit card fees paid by the 0.80% City are up as more customers have been taking advantage of this payment option with counter activity as well as all the e-permits that are issued. Financial Impact: $3,500 increase over 2007 Service Level Impact: E-permits and credit card acceptance are services a great number of customers request and appreciate. ExPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 873,439 $ 904,807 $ 843,800 $ 866,200 Parts and Supplies 18,835 14,520 23,700 23,400 Services and Other Charges 27,067 31,237 30,600 34,600 Capital Outlay 6,578 7,969 8,200 7,500 Total $ 925,919 $ 958,532 $ 906,300 $ 931,700 60 i i aty of hp 2008 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Community Development Director 0.5 0.5 0.5 0.5 1,040 Clerical Technicians 2 2.75 2.75 2.75 5,720 Chief Building Official 1 1 1 1 2,080 Senior Inspector 2 2 2 2 4,160 Inspectors 4 4 4 4 8,320 Fire Marshal 1 1 0 0 - Fire Inspector 1 1 0 0 - Total 11.5 12.25 10.25 10.25 21,320 2008 WORK PLAN Activity Routine 1 Process permits, set up inspectors' schedules 2 Provide direction, planning, support and final code interpretation 3 Perform plan reviews, interpret codes, meet with applicants 4 Perform field inspections and issue correction orders if necessary 5 Directs, evaluates and oversees Division operations 61 City of Eap 2008 Proposed Budget Operating Budget Community Development - Protective Inspections (08) Responsible Manager: Dale Schoeppner, Chief Building Official LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 685,657 $ 708,289 $ 646,400 $ 675,300 6112 OVERTIME-REGULAR 7,254 2,457 5,000 3,000 6130 SALARIES AND WAGES-TEMPORARY - 8,900 - - 6142 PERA-COORDINATED 38,162 43,009 40,700 44,100 6144 FICA 48,987 50,937 49,400 51,400 6151 HEALTH INSURANCE 83,462 90,885 95,600 89,200 6152 LIFE INSURANCE 1,372 1,359 - - 6154 DISABILITY - LONG TERM 2,665 2,665 - - 6155 WORKERS COMPENSATION 5,880 6,360 6,700 3,200 6160 CONTRA PAYROLL EXP (CABLE) - (10,05A - - PERSONAL SERVICES 873,439 904,807 843,800 866,200 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 3,610 2,998 4,000 4,000 6211 OFFICE PRINTED MATERIAUFORMS 210 583 800 800 6212 OFFICE SMALL EQUIPMENT 318 107 300 200 6215 REFERENCE MATERIALS . 419 238 2,200 2,000 6220 OPERATING SUPPLIES-GENERAL - 22 200 200 6221 FILM & FILM PROCESSING 19 - 100 100 6224 CLOTHING/PERSONAL EQUIPMENT 1,334 407 1,100 1,100 6226 PUBLIC SAFETY SUPPLIES 377 - 400 400 6231 MOBILE EQUIP REPAIR PARTS 3,294 1,787 3,000 3,000 6232 SMALL EQUIPMENT REPAIR PARTS 197 295 200 200 6235 FUEL, LUBRICANTS, ADDITIVES 9,047 8,048 11,300 11,300 6240 SMALL TOOLS 10 35 100 100 PARTS & SUPPLIES 18,835 14,520 23,700 23,400 SERVICES & OTHER CHARGES 6346 POSTAGE 33 18 200 200 6347 TELEPHONE SERVICE & LINE CHG 744 - 800 300 6348 MATRIX SERVICE & REPAIR - 273 200 200 6351 PAGER SERVICE FEES 316 393 300 400 6353 PERSONAL AUTOIPARKING 1,096 797 1,100 1,100 6355 CELLULAR TELEPHONE SERVICE 4,113 3,661 4,200 4,000 6370 GENERAL PRINTING AND BINDING 27 - - - 6385 INSURANCE 7,800 8,700 9,100 9,400 6475 MISCELLANEOUS 50 - 100 100 6476 CONFERENCES AND SCHOOLS 3,808 5,868 4,900 5,200 6477 LOCAL MEETING EXPENSES 1,343 1,644 1,800 1,800 6479 DUES AND SUBSCRIPTIONS 1,585 809 1,100 1,100 6480 LICENSES, PERMITS AND TAXES 7 187 200 200 6487 VISA/MC BANK CHARGES 5,568 8,352 6,000 9,500 6569 MAINT. COPY MACHINE CONTRACT 577 535 600 1,100 SERVICES & OTHER CHARGES 27,067 31,237 30,600 34,600 CAPITAL OUTLAY 6650 FURNITURE & FIXTURES - 2,718 - - 6670 OTHER EQUIPMENT 6,578 5,251 8,200 7,500 CAPITAL OUTLAY 6,578 7,969 8,200 7,500 TOTAL COMMUNITY DEV. - INSPECTIONS $ 925,919 $ 958,532 $ 906,300 $ 931,700 2.80% 62 My of Eapn 2008 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications PURPOSE & DESCRIPTION The purpose of the Communications Department is Expenditures as %of the General Fund Communicate to: ons • Oversee city public information, public 1.82% relations and communications tools includ- ing newsletters, Web sites, government cable programs, marketing pieces and press releases. • Communicate with citizens and the busi- ness community. • Identify emerging issues and messages while proactively communicating with the media and responding to requests. • Ensure the consistent application of the Eagan logo and maintain the equity of the Eagan brand. • Provide strategic communications advice and special event and marketing support to City staff, as needed. • Provide coordination of efforts to maintain and enhance Eagan's broadband infrastructure. • Provide additional oversight to Eagan's Convention & Visitors Bureau (ECVB), Burnsville-Eagan Comm- unity TV (BECT) operations, History Committee and Recycling programs. The Communications Department is responsible for the following functions: • Publish the bimonthly city newsletter and quarterly Eagan business newsletter. • Maintain the content of the City Web site and Intranet. • Respond to public requests for information and specifically media requests. • Provide marketing and special event support. • Provide strategic communications advice and develop appropriate themes, messages and materials. • Oversee ECVB, BECT, Dakota Valley Recycling, and provide staff support to the Telecommunications Commission, Eagan Technology Working Group, 4th of July & Eagan History committees. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target of residents who have accessed City Web site 56% N/A 65% 65% of Web site visitors finding what they were looking for 88% N/A 90% 90% Issues of Experience Eagan out on time 5 of 6 5 of 6 6 of 6 6 of 6 Issues of Eagan Business News out on time 3 of 4 3 of 4 4 of 4 4 of 4 Attendance at City Services Open House 709 w/fitness N/A 850 N/A Average Web site hits per day 33,346 65,638 72,293 87,331 Average Web site visits per day 994 2,569 3,430 4,159 63 U Y ll ~ ~ 2008 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications Expenditures by Category HIGHLIGHTS & CHANGES Overview: The 2008 Communications budget Parts & Services & shows an increase of $32,500, or 7.2%. The supplies other Communications budget is responsible for 0.35% Charges technology support costs and equipment/repair 55.14% costs associated with our Web systems and City Capital Outlay Hall public meeting rooms. The rapidly 0.62% developing pace of our electronic communications Personal has brought the need for more staff hours services dedicated adding and keeping content current, 43.89% and instructing other staff on how to do the same. Lastly, the situation "on the ground" with respect to surveys, city maps, etc. is placing increasing strain on the Communications budget. The cost of Eagan Business News alone is one of the significant cost drivers. Further, the shifting of the increasingly expensive residential survey from 2007 to 2008, the need to update in 2008 the city's 4 year-old video, the loss of the Lion's Club as a longtime map sponsor, and the need for continued intern help to keep pace are cost drivers.. Hisahlisaht/Channe 1: As in 2007, a Communications Intern (10 hours a week for 42 weeks) is proposed. Financial Impact: Total cost is $7,000 in 2008, an increase of $3,100 over the 2007 intern budget amount Service Level Impact: Communications, in general, and the City's Intranet in particular, enjoyed great success from the presence of a college intern. With new technology now available to us, the intern can create'short, easy- to-follow tutorials to more efficiently instruct staff how to find or generate content on our site, how to save e-mails, how to set-up voice mail, etc., while also helping us to extend into Phase III of the Intranet and the more personalized My Info content, working cooperatively with HR. Highlisaht/Channe 2: Establish a repair budget for Eagan Room & Council Chambers. When things break or wear out in these rooms, which has happened repeatedly in recent years, there has been no smaller item repair budget to deal with these matters. Financial Impact: $5,000 for 2008 Service Level Impact: A modest budget will allow us to not only repair these items more efficiently, but more importantly, establish a replacement cycle for smaller items and order, for example, an extra replacement projection bulb before it goes out, minimizing downtime in either room. Hisahlisaht/Channe 3: The residential survey, by Council direction, was shifted to 2008 from 2007, but we're being told costs for a survey similar to 2005 (nearly 200 questions) could be up as much as 15%. Increasingly these results are relied on as performance measurements. City would have the option of re-bidding services and/or reducing survey size to control costs. Financial Impact: $29,000 for 2008 Service Level Impact: The survey provides meaningful feedback on City services as well as information about the community's needs and concerns going forward. Highlight/Change 4: Refresh the 2004 City of Eagan video. Financial Impact: $12,000 in 2008. This would be doubled if the new video was put together from scratch. Service Level Impact: The video helps market and brand Eagan, assists with new residents and executive relocations. Much has changed since 2004, but much remains the same. With fresh video to replace dated material, an updated narration and a new segment inserted to address Eagan's 12th place most livable city ranking, job growth, current goals, Cedar Grove, etc., the video should be usable for several more years. 64 at of Ea o 2008 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 178,566 $ 183,362 $ 194,400 $ 213,000 Parts and Supplies 2,800 9,759 1,400 1,700 Services and Other Charges 219,869 209,177 257,000 267,600 Capital Outlay 403 2,742 - 3,000 Total $ 401,638 $ 405,039 $ 452,800 $ 485,300. POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Communications Director 1 1 1 1 2,080 Communications Coordinator 1 1 1 1 2,080 Total 2 2 2 2 4,160 2008 WORK PLAN Activity Routine 1 Write, edit, & publish 6 bi-monthly city newsletters (Experience Eagan) & annual rpt. 2 Edit & publish 4 city business newsletters (Eagan Business News) + 10 Cedar Grove 3 Daily & weekly maintain City Web site and intranet site 4 Public relations & issues management including press releases & reporter calls 5 Special events including July 4, State of City Address, Breakfast with Mayor series, etc. Oversight/leadership and/or liaison responsibilities for BECT, Telecom Commission, Dak Valley 6 Recycling, History Committee, Technology Working Group 7 In-house graphic design 8 Update City video 9 City-wide citizen survey 10 Develop master event calendar 11 Photo management and clean-up of network file storage 65 atf of Q 2008 Proposed Budget Operating Budget Communications (09) Responsible Manager: Tom Garrison, Director of Communications LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 144,731 $ 147,047 $ 153,300 $ 170,300 6142 PERA-COORDINATED 7,840 8,716 9,600 11,100 6144 FICA 10,551 10,686 11,700 13,000 6151 HEALTH INSURANCE 13,899 15,293 18,400 17,700 6152 LIFE INSURANCE 250 250 - - 6154 DISABILITY - LONG TERM 236 242 - - 6155 WORKERS COMPENSATION 1,059 1,128 1,400 900 PERSONAL SERVICES 178,566 183,362 194,400 213,000 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 189 463 400 200 6212 OFFICE SMALL EQUIPMENT 1,181 296 300 - 6215 REFERENCE MATERIALS 215 - - 100 6220 OPERATING SUPPLIES - GENERAL 23 - - - 6238 COMMUNICATION SYSTEM PARTS 527 - - - 6270 COMPUTER SOFTWARE 665 8,999 700 1,400 PARTS & SUPPLIES 2,800 9,759 1,400 1,700 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 54,914 51,398 60,200 73,600 6328 SPECIAL EVENTS/ADMISSION FEES - - 5,900 - 6346 POSTAGE 55,312 48,628 52,000 51,800 6351 PAGER SERVICE FEES 87 80 100 100 6353 PERSONAL AUTO/PARKING 3,855 3,972 3,900 4,300 6357 GENERAL ADVERTISING 300 - 800 1,500 6359 LEGAL NOTICE PUBLICATION - - 800 100 6370 GENERAL PRINTING AND BINDING 85,935 73,878 88,200 84,500 6385 INSURANCE 2,500 2,500 2,600 2,700 6427 BUILDING OPERATIONS REPAIR-LABOR - - - 5,000 6475 MISCELLANEOUS 250 18 100 300 6476 CONFERENCES AND SCHOOLS 2,027 3,206 4,600 5,500 6477 LOCAL MEETING EXPENSES 49 1,388 900 1,100 6479 DUES AND SUBSCRIPTIONS 980 1,040 1,200 1,300 6535 OTHER CONTRACTUAL SERVICES 160 322 25,200 24,800 6567 CONTRACTUAL PROGRAMMING/DATA 7,500 5,000 - - 6569 MAINTENANCE CONTRACTS 6,000 17,750 10,500 11,000 SERVICES & OTHER CHARGES 219,869 209,177 257,000 267,600 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 403 2,742 - 3,000 CAPITAL OUTLAY 403 2,742 - 3,000 TOTAL COMMUNICATIONS $ 401,638 $ 405,039 $ 452,800 $ 485,300 7.18% 66 City of Eap 2008 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager PURPOSE & DESCRIPTION The purpose of the Human Resource Department Expenditures as %of the General Fund is to: • Develop and implement personnel policies. • Administer compensation and benefits Human plans. Resources • Coordinate employee relations initiatives. 0.93% • Maintain and protect the privacy and sec- urity of employee records. 01or • Serve as internal consultant to manage- ment. The Administrative Services-Human Resources division is responsible for the following functions: • Coordinate recruitment efforts. • Respond to employee performance and discipline issues. • Negotiate and administer labor contracts. • Coordinate employee recognition program. • Conduct new employee orientations and coordinate limited training initiatives. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Job vacancies posted and advertised for 18 19 10 22 Applications received 1,307 1,445 600 N/A Internal training opportunities presented by HR 1 N/A 4 5 Employees hired 18 16 10 25 Policies revised/created 2 N/A 10 5 Avg days from job advertisement to candidate acceptance 72 57 60 60 Turnover rate (People that leave divided by total positions) 4% 10% 5% 6% 67 C I Of Ea o 2008 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager HIGHLIGHTS & CHANGES Expenditures by Category Overview: The 2008 Human Resources budget Personal Services Parts & reflects an increase of $5,700, or 2.4%, which is Supplies primarily due to an increase in wellness initiatives. 77.26% 0.61% Services & Other Charges Hiahliaht/Channe 1: Increase proactivity towards 20.76% wellness initiatives by offering blood pressure and Capital cholesterol checks, along with other related Outlay programs and services offered through BCBS 1.37% Medical Services. Financial Impact: Increase of $7,000 over 2007 Service Level Impact: Improving employee wellness is the desired goal. Hiahliaht/Chanue 2: The City's initiative to seek alternative employment advertising venues continues, including a third year initiative to do more local advertising for lower level positions. The City experienced significant success from 2006 to 2007 and hopes to continue the trend. Financial Impact: The 2008 employment advertising budget is reduced by $7,700 Service Level Impact: None; the City is still attracting high-quality applicants while saving on advertising costs. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 150,500 $ 174,959 $ 185,800 $ 191,300 Parts and Supplies 724 926 1,700 1,500 Services and Other Charges 77,339 43,121 53,900 51,400 Capital Outlay . 3,236 - 500 3,400 Total $ 231,799 $ 219,006 $ 241,900 $ 247,600 68 f I Dtr of &F 2008 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Human Resources Manager 1 1 1 1 2,080 Human Resources Specialist 1 1 1 1 2,080 Clerical Technician 0 0.25 0.25 0.25 520 Total 2 2.25 2.25 2.25 4,680 2008 WORK PLAN Activity Routine 1 General, administrative, and compensation tasks 2 Recruitment coordination 3 Benefits administration 4 Employment-related issues 5 Labor relations/contract administration 6 Employee relations/recognition 7 Policy/organizational development 8 Employee orientation & training 9 Dakota Communications Ctr initiative 10 Management Consult/Assistance 11 Minnesota Valley Transit Authority 69 City of E*H 2008 Proposed Budget Operating Budget Administrative Services - Human Resources (10) Responsible Manager: Lori Peterson, Human Resource Manager LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 119,758 $ 137,963 $ 144,400 $ 152,900 6112 OVERTIME-REGULAR 515 329 - - 6142 PERA-COORDINATED 6,520 8,395 9,000 9,900 6144 FICA 8,892 10,190 11,000 11,700 6151 HEALTH INSURANCE 13,572 16,538 20,500 15,700 6152 LIFE INSURANCE 217 247 6154 DISABILITY - LONG TERM 421 480 6155 WORKERS COMPENSATION 605 817 900 1,100 PERSONAL SERVICES 150,500 174,959 185,800 191,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 594 926 200 600 6211 OFFICE PRINTED MATERIAUFORMS - - 500 500 6215 REFERENCE MATERIALS 130 - 500 200 6220 OPERATING SUPPLIES-GENERAL - - 500 200 PARTS & SUPPLIES 724 926 1,700 1,500 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 1,424 963 2,200 2,000 6318 MEDICAL SERVICES - PHYSICAL EXAM 9,651 8,786 7,800 8,300 6319 MEDICAL SERVICES - OTHER 5,218 10,276 3,500 10,000 6346 POSTAGE 76 4 200 200 6353 PERSONAL AUTO/PARKING 246 24 200 300 6358 EMPLOYMENT ADVERTISING 54,273 14,730 25,000 17,300 6370 GENERAL PRINTING AND BINDING 1,053 866 2,200 2,500 6475 MISCELLANEOUS - 219 1,200 500 6476 CONFERENCES AND SCHOOLS 4,494 2,679 3,000 3,000 6477 LOCAL MEETING EXPENSES - 8 200 200 6478 TUITION AND BOOK REIMBURSEMENT - 3,120 - - 6479 DUES AND SUBSCRIPTIONS 904 673 1,100 600 6535 OTHER CONTRACTUAL SERVICES - 773 7,300 6,500 SERVICES & OTHER CHARGES 77,339 43,121 53,900 51,400 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 1,683 - 500 2,000 6670 OTHER EQUIPMENT 1,553 - - 1,400 CAPITAL OUTLAY 3,236 - 500 3,400 TOTAL HUMAN RESOURCES $ 231,799 $ 219,006 $ 241,900 $ 247,600 2.36% 70 i r MY of 2008 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: James McDonald, Deputy Chief of Police PURPOSE & DESCRIPTION The purpose of the Administration Division of the Expenditures as %of the General Fund Police Department is to: Pblice _ • Ensure the compliance of department Admin. poli-cies and procedures. Admin. 1.83% • Adhere to guidelines established by the Minnesota Peace Officer Standards and Training Board. • Work with elected officials and other city staff to support Eagan citizens. • Assure community members have confi- dence in the Police department. • Build community support. • Partner with other governmental agencies to promote efficiencies • Develop and achieve agency goals. The Administration Division is responsible for the following functions: • Work with staff members in the development of department policy and procedures • Evaluate programs/practices to ensure citizens are obtaining appropriate services • Risk management for the police department • Development and implementation of the department budget • Strategic planning PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Completion of department's annual work plan 0% 90%** 95% 100% Calls for service 50,239 49,849 53,667 51,000 Part I crime rate * 2,518 2,719 2,341 2,600 Part II crime rate 3,770 3,737 3,730 3,700 Sworn officers per 1,000 population 1.03 1.05 1.05 1.05 * Projections are based on Part I Crime Statistics and Calls for Service data recorded over the past 10 years. **Items that have not been completed are ongoing issues with the eventual vacancy of the current communication center. (Space needs, etc...) 71 City dE*R 2008 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: James McDonald, Deputy Chief of Police HIGHLIGHTS & CHANGES Expenditures by Category Parts & Overview: The 2008 Police-Administration Supplies divisional budget reflects an increase of $11,600, 0.68% Services & or 2.4%. There are no significant highlights to or Other changes. Charges Personal 26.05% Services Capital 71.97% Outlay 1.31% EXPENDITURE SUMMARY - ADMINISTRATION DIVISION Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 483,212 $ 434,217 $ 348,500 $ 351,700 Parts and Supplies 3,114 7,314 3,100 3,300 Services and Other Charges 106,205 115,816 122,300 127,300 Capital Outlay 4,249 81631 3,200 6,400 Total $ 596,780 $ 565,979 $ 477,100 $ 488,700 72 r r CitJ Of 2008 Proposed Budget Operating Budget Police-Administration (11) Responsible Manager: James McDonald, Deputy Chief of Police POSITION INVENTORY SUMMARY - TOTALS BY DIVISION 2005 2006 2007 2008 Hours Administration 9 9 3 3 6,240 Patrol 52 53 54 54 112,320 Investigations 12 13 14 14 29,120 Support (excluding dispatch) 14.25 12.25 16.25 16.25 33,800 Subtotal 87.25 87.25 87.25 87.25 181,480 Dispatch 10.75 11.75 0 0 - Total 98 99 87.25 87.25 181,480 POSITION INVENTORY ADMINISTRATION DIVISION Personnel 2005 2006 2007 2008 Hours Chief of Police 1 1 1 1 2,080 Deputy Chief of Police 0 1 1 1 2,080 Captains 1 0 0 0 - Lieutenants 3 3 0 0 - Administrative Assistant 1 0 0 0 - Support Services Manager 0 1 0 0 - Office Manager 1 0 0 0 Crime Analyst 0 1 0 0 - Administrative Secretary 1 1 1 1 2,080 Crime Prevention Specialist 1 1 0 0 - Total 9 9 3 3 6,240 2008 WORK PLAN Activity Routine 1 Establish and review police department policies and procedures 2 Respond to citizen questions and concerns 3 Work with elected officials and other city staff members on issues affecting Eagan 4 Meet with other government agencies on law enforcement issues 5 Ensure compliance with established law enforcement practices and norms 6 Plan and implement goals and objectives for the department 7 Interact with citizens to foster positive relationships between the city and the community 8 Develop the department budget 9 Clerical Support 10 Prepare Annual Report and other publications 11 Misc. 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The Patrol Division is responsible for the following functions: • Respond to calls for routine and emergency service. • Enforce state criminal and traffic laws as well as county and city ordinances. • Preliminary investigation of crimes and traffic crashes. • Conduct crime prevention presentations/participate in neighborhood watch and block programs. • Initiate proactive measures to prevent and reduce crimes using geographic policing concepts. • Train and prepare for natural disasters, critical incidents and other emergencies. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Geographic police projects N/A 6 16 20 Traffic stops 11,232 11,454 11,560 11,680 Traffic citations 7,283 6,886 71,100 72,360 DWI arrests 289 329 362 375 Arrests (other than DWI) 3,862 3,585 3,770 3,920 Response time to priority 1, emergency calls (min) 2.59 2.35 2.35 2.35 Response time to priority 2, non-emergency calls (min) 11.86 10.7 10.7 10.7 Response time to priority 3, routine calls (min) 21.81 22.94 22.94 22.94 77 of Eagn 2008 Proposed Budget Operating Budget Police-Patrol (11) Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson HIGHLIGHTS & CHANGES Expenditures by Category Parts & Overview: The Patrol division shows a budget Personal Supplies increase of $257,000, or 4.5%. Of the total 6.37% Services & increase, $234,200 is attributed to personal Services 90.46% Other services increases (steps, COLA and other Charges benefits) on existing officers. • Significant non- 2.78% personnel budget highlights and changes include Capital safety supplies and personnel training. Outlay Hi hli ht/Chan a 1: Purchase new sights for 0.39% squad carbines. Financial Impact: $14,000 to purchase and mount the sights. Service Level Impact: The department identified the need to purchase rifle sights to improve the shooting skills of sworn personnel. It is noted that this request was in the 2007 budget proposal, but the department was asked to cut this expense prior to the final adoption of the 2007 budget. Highlight/Change 2: Spanish Immersion Training for patrol officers Financial Impact: One-time cost of $5,000 to train approximately 40 officers to explain the legal process and take brief statements at crime and traffic related situations. Service Level Impact: The training budget has been able to maintain the department's current needs. Officers are encountering Spanish speaking persons with increased frequency. A very high percentage of the individuals do not speak English. It can take a significant amount of time for an officer if they have to wait for an interpreter or find someone to interpret. We lose the ability to redeploy that officer for other calls. This can also have a negative impact on victims of crimes who may have difficulty reporting them due to the language barrier. Highlight/Change 3: Critical Incident Response training for patrol officers Financial Impact: The cost to train a team of patrol officers with the ability to respond to calls involving emotionally disturbed and mentally ill persons would be approximately $5,400. Every two years officers will attend a refresher at a cost of approximately $1,800. Service Level Impact: Since the late 1970s, the number of persons suffering from emotional and mental problems (EDP's) has increased. Many institutions and group settings closed their doors. With rising health care concerns and costs many safety net organizations have ceased operating due to a lack of funding. Increasingly, these persons end up in an emotional crisis that often results in a police response.. The Barbara Schneider Foundation has developed a team approach response to dealing with this type of crisis and it has proven to reduce violent interaction between emotionally disturbed person's (EDP) and police. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 4,769,567 $ 4,784,326 $ 5,190,600 $ 5,424,800 Parts and Supplies 305,710 330,291 361,600 381,700 Services and Other Charges 161,475 183,944 163,900 166,900 Capital Outlay 3,800 20,402 23,500 23,200 Total $ 5,240,552 $ 5,318,963 $ 5,739,600 $ 5,996,600 78 I i at, of bF 2008 Proposed Budget Operating Budget Police-Patrol (11) Responsible Managers: Lieutenants Jeff Johnson and Greg Johnson POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Sergeants 8 8 8 8 16,640 Police Officers 44 45 44 44 91,520 Operations Lieutenants 0 0 2 2 4,160 Total 52 53 54 54 112,320 2008 WORK PLAN Activity Routine 1 Participate in POST mandated training 2 Participate in FEMA and emergency preparedness training 3 Time spent on DUI arrests 4 Time spent on answering calls for service 5 Court preparation and testimony 6 Proactive patrol/misc. duties 7 Special Operations Team and team training/other 8 Policy writing and revisions 9 Administer Special Operations Programs, K-9, GEO policing 10 Assign, develop and administer training programs 11 Administer and ensure emergency management mandated compliance 12 Directed traffic enforcement 13 SWAT training 14 Command vehicle training 15 Traffic unit enforcement efforts 16 Neighborhood Watch/ National Night Out and crime prevention efforts 17 Crisis negotiator training 79 Cat, Of Bagu 2008 Proposed Budget Operating Budget This page left intentionally blank 80 i pity of BaPH 2008 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Jeff Johnson PURPOSE & DESCRIPTION The purpose of the Investigations Division of the Expenditures as %of the General Fund Police Department is to: Fblice - • The primary function of the Investigative Invest. Division is to complete investigations of 5.80% criminal cases that are potentially solv- able. • Learn specialized police methods and tactics that will assist in all types of crim- inal cases that are reported from thefts, rapes, child abuse, murder, embezzle- ment, internet crimes, etc. • Conduct seminars that will assist the community with crime reduction and prevention. The Investigations Division is responsible for the following functions: • Complete specialized follow-up for criminal investigations. • Provide support and resources for Patrol Division cases. • Gather and disseminate criminal intelligence-federal, regional and local information. • Act as liaison to various attorneys for case discussion and interpretation. • Collaborate with federal state and other local law enforcement agencies. • Conduct background investigations for employment and various licensing requirements. • Work with Drug Task Force to enforce and reduce narcotics trafficking and use. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Cases assigned for investigative follow-up 824 885 875 935 Investigations Division case clearance rate 54% 42% 59% 48% Community outreach forums presented by detectives 22 25 28 32 Felony complaints charged 208 232 229 240 Gross-misdemeanor complaints charged 270 187 300 310 Eagan cases investigated by the Dakota County Drug Task Force 136 132 140 140 81 City of kQ 2008 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Jeff Johnson HIGHLIGHTS & CHANGES Expenditures by Category Parts & Overview: The Investigations Division shows an Supplies increase of $93,800, or 6.5% over 2007. $73,500 1.09% Services & of the increase is in personal services--steps, other COLA and other benefits increases on existing Personal Charges investigations officers. Services 2.46% 95.44% Capital Highlight/change 1: Encase software acquisition outlay will allow police detectives to perform computer 1.01% forensics to help solve computer-related crimes. Although the department currently has a version of this software, it was purchased in 2001 and is now obsolete as it will not function on some computers. Financial impact: Acquisition cost is $4,900 Service level impact: The software reduces reliance on other law enforcement agencies and helps solve cases more quickly. Hiahliaht/chanae 2: A dual-band tracker is proposed to allow the department to track vehicles remotely by using global positioning technology and cellular service. Staff members utilizing this system can track suspect vehicles from a computer. Financial impact: Acquisition cost is $5,100 Service level impact: "Remote tracking" increases the likelihood of catching criminals without alerting them of police presence. EXPENDITURE SUMMARY Actual Actual Budget Budget _Expenditure 2005 2006 2007 2008 Personal Services $ 1,075,130 $ 1,233,151 $ 1,402,900 $ 1,476,400 Parts and Supplies 15,792 19,556 11,500 16,800 Services and Other Charges 33,170 40,380 35,500 38,100 Capital Outlay 28,495 2,681 3,200 15,600 Total $1,152,587 $ 1,295,769 $ 1,453,100 $ 1,546,900 82 t 011 of R*Il 2008 Proposed Budget Operating Budget Police-Investigations (11) Responsible Manager: Lieutenant Jeff Johnson POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Detective Sergeants 1 2 2 2 4,160 Detectives 11 11 11 11 22,880 Rotator 0 0 1 1 2,080 Total 12 13 14 14 29,120 2008 WORK PLAN Activity Routine 1 Actively Investigate criminal cases 2 Testify in court 3 Courtroom preparation 4 Develop and execute search warrants 5 Detective/Sergeant case consultations 6 Proactive case work--surveillance of potential criminal activity 7 Case management/review reports and assign cases to detectives 8 Complete background investigations for permit and license activity 9 Schedule detectives for training, time off and special functions 10 DUI forfeiture process and completion 11 Confer with prosecution on active cases 12 Specialized investigative training 13 POST mandated training 14 Attend meetings (Tri-County, Supv., Geo-Police, Sgts., Chief briefings, etc) 15 Conduct training for other officers 16 Prepare materials and conduct briefings on specialized crimes 17 Community presentations 18 Employment background investigations 83 alt] Of n 2008 Proposed Budget Operating Budget This page left intentionally blank 84 i r MY Of 1*9 2008 Proposed Budget Operating Budget Police--Support (11) Responsible Manager: Lieutenant Duane Pike PURPOSE & DESCRIPTION The purpose of the Support Division of the Police Expenditures as %of the General Fund Department is to: Police Support administrative, patrol and invest- Support ~ igative divisions. 8.65% • Develop budget trends and monitor budget expenditures. • Management of police reports and citat- ions. • Maintain the property and evidence room. • Assist citizens in crime prevention efforts. • Assist the community, other police divi- sions and city departments with intelligence information and crime trends. The Support Division is responsible for the following functions: • Budget development and implementation • Clerical functions related to police reports and citations • Neighborhood Watch and crime prevention meetings • Animal control and licensing of dogs • Coordination with Dakota Communications Center (DCC) for dispatch services • Fleet maintenance • Intake and management of evidence and property • Management of criminal intelligence and trends PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Tar et Police reports created/processed 8,243 8,212 9,961 8,300 Animal control related calls 1,860 1,947 2,058 2,146 Dog licenses issued/sold (2 year licenses) 529 2,980 555 3,000 .Child Safety Checks 100 275 250 300 Neighborhood Watch groups managed 95 106 110 112 Crime prevention and neighborhood watch presentations 105 68 130 140 85 My d Ep 2008 Proposed Budget Operating Budget Police-Support (11) Responsible Manager: Lieutenant Duane Pike HIGHLIGHTS & CHANGES Expenditures by Category Capital Overview: The budget for the Support division Services & outlay increases $145,000, or 6.7%. This increase is other 018% caused primarily inclusion of DCC startup costs Charges and a change in services and other charges 49.73% related to machinery and equipment rental Personal expenditures. Services Parts & 48.02% Hiahliaht/Channe 1: DCC startup costs are Supplies included in the operating budget for 2008. In 2007, 2.08% the startup costs were paid out of the General Fund fund balance. Financial Impact: Total DCC costs are $88,200 higher than in the 2007 operating budget; $86,600 is attributed to startup costs. Service Level Impact: No impact on service levels. Hiahlipht/Change 2: Contract Emergency Pre-paredness Network (Reverse 9-1-1) services Financial Impact: $13,200 to continue service Service Level Impact: The City of Eagan currently operates an Emergency Preparedness Network (EPN) allowing public safety officials to deliver emergency messages to residents and businesses through telephone lines. The monthly cost to support the system was procured through 911 fees the City received for operating its own communications center. Because of the DCC consolidation, Eagan will no longer be eligible for 911 fees. Consequently, the police department is budgeting an additional $13,200 to maintain the system. This would allow for continued service to the community. EXPENDITURE SUMMARY Actual Actual Budget Budget _Expenditure 2005 2006 2007 2008 Personal Services $1,536,178 $ 1,599,658 $ 1,074,600 $ 1,108,100 Parts and Supplies 80,979 39,633 53,600 47,900 Services and Other Charges 167,059 235,220 1,028,800 1,147,600 Capital Outlay 4,174 744 5,800 4,200 Total $1,788,390 $ 1,875,255 $ 2,162,800 $ 2,307,800 86 i r aty of 10 2008 Proposed Budget Operating Budget Police-Support (11) Responsible Manager: Lieutenant Duane Pike POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Dispatch Supervisor 1 1 0 0 - Dispatcher - Full-time 8 9 0 0 - Dispatcher - Part-time 1.75 1.75 0 0 - Administrative Lieutenant 0 0 1 1 2,080 Support Services Manager 0 0 1 1 2,080 Office Manager 0 1 1 1 2,080 Clerical Supervisor 1 0 0 0 - Clerical Technicians-Full-time 5 5 5 5 10,400 Clerical Technicians-Part-time 2.5 2.5 2.5 2.5 5,200 Property Room Technician 0.75 0.75 0.75 0.75 1,560 Community Service Officers 2 2 2 2 4,160 Animal Control Officer 1 1 1 1 2,080 Crime Prevention Specialist 1 0 1 1 2,080 Crime Analyst 1 0 1 1 2,080 Total 25 24 16.25 16.25 33,800 2008 WORK PLAN Activity Routine 1 Investigate animal complaints 2 . Supervision of staff and programs 3 Neighborhood watch and crime prevention meetings 4 Intake of evidence and process for court 5 Dictation of police reports and citations 6 Analyze crime statistics and patterns 7 Assist other departments within police department 8 Assist other departments within the city, i.e. mail, packets 9 Budget preparation, payroll and line item budget 10 Citizen academy, National Night Out, Safety Camp events 87 my Of ll 2008 Proposed Budget Operating Budget This page left intentionally blank 88 ~ i ' `City of Eap 2008 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Fire-Administration Division of Expenditures as %of the General Fund the Fire Department is to: Fire - Admin. • Plan, direct, manage and coordinate the 4.00% overall operation, function and adminis- tration of the Eagan Fire Department to ensure the protection of citizens' life and property, including; fire fighting, firefighting training, emergency medical care, rescue, disaster response, fire prevention & edu-41!1!V cation, and fire investigations & inspections. • Fulfill the mission statement of the Eagan Fire Department: protecting life and property by providing public safety education, fire prevention, fire suppression, medical services and related emergency and non- emergency activities. The Fire--Administration Division is responsible for the following functions: • Seek out funding opportunities for additional needed equipment and technology. • Oversee Firefighters, Fire Marshal, and Fire Inspector. • Provide resources necessary for the fire department to provide effective and responsible emergency response and fire prevention/education services. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Number of Volunteer Firefighters 99 102 108 115 Number of fire reports completed 930 889 900 930 Fire Dept approval rating on community survey, good or excellent 90% N/A 93% N/A Insurance Services Office. Rating (ISO score 1 best - 10 worst) 3 3 3 3 Percentage of all fire calls in daytime hours (6am-6pm) 62% 65% 67% 68% Positive Customer Service Rating (Meet or exceed expectations) N/A N/A 100% 100% 89 ~ ty of HBPQ 2008 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief Parts & HIGHLIGHTS & CHANGES Expenditures by Category Supplies Overview: The Administration division budget is 4.03% up $55,900, or 5.5% over 2007. A 6.3% increase in personal services is due to the 2007 budget not Services & reflecting the actual salary/benefits of full-time staff Personal Other added. Also in the personal services budget is an Services Charges increase in the paid-on-call staff pay. This should 82.23% 13.10% help address recruitment, retention and possible Capital concerns over FLSA issues. Outlay 0.64% Three changes in the department's structure for budget and management purposes are incor- porated into the 2008 budget. First, Operations and Support have been combined into one division, Operations. Second, the IT/Communications program, formerly included under Support, is now under the Administration division in 2008. And third, the Training program, formerly shown under Support, is now included in the Inspections & Prevention division. Hi hli ht/Chan a 1: Beginning 2008, the City is required to pay an annual radio user fee to DCC for each 800 MHz radio that the Fire Department uses. The City has purchased 97 800 MHz radios for the Fire department, including 67 portable radios, 24 base radios for the fire trucks, and 6 base radios for the fire stations and the Fire Administration Building. Financial Impact: 97 radios at the estimated fee of $353 per radio per year is $34,200 Service Level Impact: The increase is necessary for the Fire Department to function. Highlight/Change 2: For many years the Eagan Fire Department has paid its Firefighters per call. For 2007 firefighters are paid $11.33 per call, this is for a call that lasts from 10 minutes to 10 hours. Most paid-on-call fire departments in the Metro Area pay an hourly wage to their firefighters. Examples in our area include Apple Valley that pays their firefighters $12.45/ hour, Inver Grove Heights $10/hour, and Mendota Heights pays an hourly wage based on time on the department and rank. There are two concerns about continuing with a pay per call vs. an hourly pay. 1) It is becoming difficult to recruit and retain firefighters with a per call pay. 2) Calls that extend beyond the amount of hours that would bring the pay per call below the minimum pay standards could be an issue with FLSA. From 2002-2006, Eagan averaged a total of 41 calls per year that extend beyond two hours and only 15 of those calls extended beyond 3 hours of duration. For 2008, we are proposing to increase the per call rate of pay to a rate that would be at or above the minimum wage of pay for two hours of pay. This will cover most calls. In 2009 the Fire Department should be operating under a new Records' Management System that will allow us to better track actual hours on scene. The proposed rate of pay is $12.60 per call (equal to $6.30/hour using a two- hour average per fire call, minimum wage is $6.15/hour). The department has greatly reduced the number of paid monthly positions for the paid-on-call staff as it continue to give more responsibilities to the full-time fire staff as part of their work assignments. In 2006, 38 positions for paid-on-call staff existed to perform additional assignments in exchange for monthly pay; for 2008, that number has been reduced to 25 positions. Duties formerly assigned to paid-on-call firefighters and now performed by full- time staff include coordinating maintenance of the fire stations, trucks, and equipment, and coordinating training and fire prevention. In 2007, the department budgeted $70,980 to these monthly paid-on-call positions, that amount has been reduced to $51,540 in 2008. Financial Impact: Increases the "volunteer" pay for fire calls by $30,700 in 2008; reduces paid monthly positions by $19,400. With minor changes to training and other pay, total firefighter pay is up $15,700. Service Level Impact: This should help retention and recruitment of paid-on-call firefighters. 90 ~ I City of Baran 2008 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief Hi hli ht/Chan a 3: Update Records Management System (RMS) Financial Impact: $11,500 for the system and an annual maintenance fee of $2/call, or $2,000, which is included in the City's IT budget. Service Level Impact: As a result of the new DCC, the Dakota County Fire Chiefs have agreed that all Dakota County Fire Departments will change to one uniform computerized Records Management System that will be interfaced with the LOGIS/DCC system. This is vital to operations. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 585,124 $ 773,643 $ 825,000 877,200 Parts and Supplies 15,916 19,384 28,600 43,000 Services and Other Charges 157,765 145,760 134,900 139,800 Capital Outlay 5,231 6,926 22,400 6,800 Total $ 764,036 $ 945,712 $ 1,010,900 $ 1,066,800 91 my of Bapn 2008 Proposed Budget Operating Budget Fire-Administration (12) Responsible Manager: Mike Scott, Fire Chief POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Fire Chief 0 1 1 1 2,080 Secretary 1 1 1 1 2,080 Clerical Technician 1 1 0 0 - Total 2 3 2 2 4,160 2008 WORK PLAN Activity Routine 1 Plan, direct, manage and coordinate the activities of the Fire Dept. 2 Annual budget preparation and administration of budget. 3 Respond to emergency calls. 4 Attend local, County and State Fire Chief, Inspection and Fire Marshal meetings. 5 Direct and manage the firefighter recruitment process. 6 Promote community relations through fire prevention and education. 7 Process Fire Reports 8 Process paperwork 92 i i CD CD co C3 Q C, o 9,0 8.1 ,.OO zoo O N r0-.0 o O N, . . 00,O ..o0 W) .0 M S O; Q:N ' O/ r Ql 0 M.C7, ~.N Q 00 ~CpD rf r"N(dP to N P h N OV/ Cf N N 0; 0; cD Ln (6~ ~~rff 0 Im C P O O i 0 N N N IT r0 M r': N N a w 00 o O ° °o CD o 00 (p ' ' ' ' • ' ' ' M o. lne r OON ' OiI vw In O ' OI V C> N.4 m.N Ln N r NO O w w 00 000 O O OO. 4 4.... 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N ° m N . co ' C. aq cq O V 'E Cl) N 0 to N - vi M M N 0) t0 •.A t~V a t"I O to W O o ~L OO w _ o E 'w Z rx u1' w u - o g~ J 9 Z cl) > z of o > o~w ~ a 9 0, U~ z o 'w 0LuZco cl: W ~ 2 ~z FUG Ya c LU m -a z a) a a¢¢ m0)0 U) O EW?a►Q- wow zv¢ 0wWLU cpwr~co z4aoe ~ P rn m~Wrhrh vwa =m(9 xz,vS °z U~~5 >ZO 0 8 woo v iLL o aaz wwwzm< 005W~UC~ w~ o v~ ax wwH' W r 03g O> c7m~w0> w~ LL ~t CC co v J-z ~M u~z oA G zrrrrarr ~5¢rnw(9i a aF-0 p:3~rnQO(~w °n a - WowwPLU LUW W zaW (75- zzWNZ WzU) w~0 MM8 8 UOwyu age za ui Ir o ~Wwa ~W~ o CW ~zQIL J_J, -jw wOZ~rF- Cl) T3_ aspovW C) ~J~z WFC°Jo~zL) 0.; zo Gz~=o a Cl) W wwWIAWOWQW QWO W~JQO~-OO~F-Q H o vaMMzF aH.aac~UQC7?WZmu~m~UJo0-~tLL O CD CD co to WWW2222 SIMS all ~ i City of l 2008 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Inspections & Prevention Expenditures as %of the General Fund Division of the Fire Department is to: Fire - • Assuring building safety and fire code Inspection 115% compliance in new and existing buildings. • Reduce fire risk through prevention, educ- ation and inspections. The Prevention & Inspections Division is respons- ible for the following functions: 41BOOO • Organize, track and analyze fire problem specific to our communities and develop targeted programs to reduce the occurrence of emergency response. • Respond to emergency calls. • Inspect new and existing buildings for fire code compliance. • Conducts post fire incident investigations and inspections of fire calls and alarms to determine cause and provide education to the business community on way to eliminate future calls. • Perform/coordinate fire education and fire prevention functions. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Fire prevention functions performed 235 250 275 300 Fires investigated 23 30 35 40 Fire sprinkler permits processed 142 140 140 140 Fire inspections performed 274 188 300 400 Total fire prevention hours 965 1,000 1,500 1,500 Total hours spent at training 7,656 8,860 9,000 9,000 Fire Safety Building Inspections 274 188 300 500 Public Education Programs Delivered 235 250 275 350 Plan Reviews - New Construction 147 141 148 140 95 gly of BBQ~A 2008 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Expenditures by Category Parts & Supplies Overview: The Inspections & Prevention budget is 4.19% up $130,300, or 73.4% over 2007. The large increase is due to the shifting of programs among the Fire divisions. Inspections & Prevention now Personal Services & includes training, which was included in Support in Other 2007. Services Charges 81.19% 14.62% Hinhliaht/Channe 1: The department continues to explore ways to provide the best training for firefighters in the most cost-efficient manner. For 2008, the department is proposing to bring more training in- house for more firefighters vs. sending firefighters to out-state courses. The department has also changed the training practice for out-of-city training by having firefighters use City-provided fire staff vehicles for transportation as much as possible (vs. getting paid mileage), doubling up on hotel rooms when practical and reducing the overall number of firefighters attending out-state courses. Financial impact: Total training program budget is reduced by $3,700 from 2007 Service level impact: More firefighters will be able to attend more trainings, resulting a more highly-trained department. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ - $ - $ 155,600 $ 249,900 Parts and Supplies 9,537 11,206 12,200 12,900 Services and Other Charges 117 36 4,700 45,000 Capital Outlay - - 5,000 - Total $ 9,654 $ 11,242 $ 177,500 $ 307,800 96 i t gl of R *H *H 2008 Proposed Budget Operating Budget Fire - Inspections & Prevention (12) Responsible Manager: Mike Scott, Fire Chief POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Fire Marshal From Dept 08 From Dept 08 1 1 2,080 Fire Inspector From Dept 08 From Dept 08 1 1 2,080 Fire Education Specialist 0 0 1 1 2,080 Total 0 0 3 3 6,240 2008 WORK PLAN Activity Routine 1 Inspections of new buildings 2 Inspections of existing buildings 3 Investigations of Fires 4 Fire Prevention 5 Prepare training for fire department 6 Review new building plans for fire code. 7 Plan, direct and coordinate the activities of the training department. 97 City of Raga 2008 Proposed Budget Operating Budget This page left intentionally blank 98 i r City d n 2008 Proposed Budget Operating Budget Fire-Operations (12) Responsible Manager: Mike Scott, Fire Chief PURPOSE & DESCRIPTION The purpose of the Operations Division of the Fire Expenditures as %of the General Fund Department is to: Fire - Ensure the protection of life and property Operations for the City of Eagan. 0.84% The Operations Division is responsible for the following functions: • Research and recommend improved tech- nology for emergency call response. • Develop and enhance collaborative rela- tionships with surrounding areas. • Ensure that emergency equipment and buildings are in a state of readiness. • Provide all necessary equipment for the fire dept to provide continued emergency service to residents of Eagan. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Large dollar loss (over $1,000 per state reporting) $ 2,500,000 $ 2,500,000 Response time in minutes 8.1 8 Average time first station in service, minutes 2 2 False fire alarms responded to 500 520 Haz-Mat Calls 60 70 Medical Calls Values unavailable due to 100 100 Vehicle Fires departmental changes 40 45 Grass Fires 40 35 Structure Fires 75 70 Carbon Monoxide Alarms 75 100 Other Calls 40 40 Total Calls 930 980 Cost per Call (total operations budget and admin budget/total calls) $1,467 $1,438 99 City of E*Q 2008 Proposed Budget Operating Budget Fire-Operations (12) Responsible Manager: Mike Scott, Fire Chief HIGHLIGHTS & CHANGES Expenditures by Category Capital Overview: The Operations division budget is outlay proposed to decrease by $79,900, or 26.3%. Most Services & u•54% of the decrease is due to a reduction in clothing/ Other personal equipment as fire turnout gear will be Charges Parts & considered under the 2008 Part II CIP. 53.38% Supplies 46.08% EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ - $ - Parts and Supplies 163,600 102,900 Services and Other Charges Values unavailable due to 118,300 119,200 Capital Outlay departmental changes 21,300 1,200 Total $ 303,200 $ 223,300 100 i t City of 2008 Proposed Budget Operating Budget Public Works---Engineering (21) Responsible Manager: Russ Matthys, City Engineer Purpose & Description: Expenditures as %of the General Fund The purpose of the Public Works - Engineering is to: Public Works - • Provide or recommend the best-designed Engineering and economical solutions in the most 4.46% efficient manner for all public improve- ments. • Technically guide the Council with regards to all engineering and public works issues. • Follow the Council's directives. • Administer and manage all public improve- ments, private developments, right-of-way activities, NPDES Phase II permit and all other engineering and public works issues. • Provide customers with accurate and clearly understandable information as it relates to engineering and public works. The Public Works - Engineering is responsible for the following functions: • Respond to all inquiries and requests of the City Council, various City departments and residents by providing municipal engineering and utility information/assistance. • Address demands on the transportation system & traffic management impacting the City. • Provide topographical, construction and as-built surveying, preparation of feasibility studies, reports and staff support at Council meetings for public improvements. • Design/draft construction plans, write/administer specifications, hold informational meetings and coor- dinate construction/inspection services for public improvements. • Provide quality control for the City's infrastructure and erosion/sediment control (SWPPP). • Update Capital Improvement Program & Comprehensive Plans for City's infrastructure. • Coordinate/present Public Hearings/Final Assessment Hearings for City improvements. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target City Survey-About right amount of trails & sidewalks 74% N/A 80% 80% available City Survey-Good/excellent storm drainage 76% N/A 80% 80% Utility permits issued 177 174 200 200 Miles of streets overlayed 10.5 9.9 8.5 17.3 Properties assessed for public improvement 1,623 1,390 1,750 2,000 Miles of water main installed 2.9 0.02 2.0 2.0 Miles of sanitary sewer installed 1.6 0.03 1.0 0.6 Miles of storm sewer installed 1.6 1.0 2.0 1.0 Reviews of residential building permit site plans 161 119 135 100 101 City of Earn 2008 Proposed Budget Operating Budget Public Works--Engineering (21) Responsible Manager: Russ Matthys, City Engineer Parts & HIGHLIGHTS & CHANGES Expenditures by Category Supplies Overview: The Engineering budget shows an 1.26% increase of $52,000 or 4.6% due largely to existing Personal personnel costs and additional consultant fees. Services & Services Other 93.99% Charges Hi hli ht/Chan a 1: Increase in tech support for 4.18% Auto-Cad/ArcView programs and Consultant Capital Engineering services for Storm Water Outlay Management issues. 0.57% Financial Impact: Additional cost of $2,500 over the 2007 budget of $3,000. Service Level Impact: More users on new Auto-Cad and ArcView programs require additional support to increase self-sufficiency. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 1,139,635 $ 1,244,382 $ 1,070,600 $ 1,119,300 Parts and Supplies 20,567 13,287 15,000 15,000 Services and Other Charges 36,396 43,091 44,000 49,800 Capital Outlay 9,756 6,186 9,300 6,800 Total $1,206,354 $1,306,946 $1,138,900 $1,190,900 102 i r City of I 2008 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Director of Public Works 1 1 1 1 2,080 PW Coordinator/Administrative Assistant 1 0 0 0 - City Engineer 1 1 1 1 2,080 Assistant City Engineer 1 1 1 1 2,080 Transportation Engineer 1 1 1 1 2,080 Superintendent of Streets/Equipment 1 1 0 0 - Superintendent of Utilities 1 1 0 0 - Engineering Technicians 3 3 3 3 6,240 Secretary 1 1 1 1 2,080 Clerical Technician 1 1 1 1 2,080 Project Coordinators 2 2 2 2 4,160 Total 14 13 11 11 22,880 2008 WORK PLAN Activity Routine 1 Manage and administer public improvements; implement Capital Improvement Plan 2 Manage and inspect private developments 3 Provide general engineering customer service 4 Manage the Storm Water Pollution Prevention Program (SWPPP) 5 Monitor and manage the budget 6 Collect data and prepare the annual report 7 Maintain and upgrade the GIS service delivery program 8 Provide general administration/supervision to the Engineering Division 9 Manage the Municipal State Aid Street funding program 10 Evaluate and provide local traffic management 11 Evaluate and initiate transportation planning 12 Review and implement comprehensive infrastructure plans 103 City of 2008 Proposed Budget Operating Budget Public Works-Engineering (21) Responsible Manager: Russ Matthys, City Engineer LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 900,454 $ 967,947 $ 820,400 $ 853,100 6112 OVERTIME-REGULAR 12,106 12,332 11,700 8,000 6130 SALARIES AND WAGES-TEMPORARY 12,633 23,374 13,800 18,600 6131 OVERTIME-TEMPORARY 399 673 400 400 6142 PERA-COORDINATED 50,525 58,268 52,000 56,000 6144 FICA 64,959 68,946 62,500 65,000 6151 HEALTH INSURANCE 86,131 99,205 101,000 114,200 6152 LIFE INSURANCE 1,502 1,568 - - 6154 DISABILITY - LONG TERM 2,968 3,100 - - 6155 WORKERS COMPENSATION 7,958 8,969 8,800 4,000 PERSONAL SERVICES 1,139,635 1,244,382 1,070,600 1,119,300 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 464 60 - - 6215 REFERENCE MATERIALS 78 116 400 200 6220 OPERATING SUPPLIES-GENERAL 7,125 6,195 5,200 5,300 6224 CLOTHING/PERSONAL EQUIPMENT 19 270 500 500 6231 MOBILE EQUIP REPAIR PARTS 2,853 879 800 800 6232 SMALL EQUIPMENT REPAIR PARTS 256 215 1,300 1,300 6235 FUEL, LUBRICANTS, ADDITIVES 5,545 5,551 6,300 6,300 6270 COMPUTER SOFTWARE 4,227 - 500 600 PARTS & SUPPLIES 20,567 13,287 15,000 15,000 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 2,885 9,360 3,000 5,500 6346 POSTAGE 1,500 1,860 1,800 1,900 6351 PAGER SERVICE FEES 38 - - - 6353 PERSONAL AUTO/PARKING 5,542 5,738 5,600 5,800 6354 CAR WASHES 15 15 100 100 6355 CELLULAR TELEPHONE SERVICE 3,706 2,097 3,100 3,800 6370 GENERAL PRINTING AND BINDING 447 450 3,000 2,900 6385 INSURANCE 9,300 9,700 10,200 10,500 6425 MOBILE EQUIPMENT REPAIR LABOR 88 60 200 200 6426 SMALL EQUIPMENT REPAIR-LABOR - 817 1,000 1,000 6476 CONFERENCES AND SCHOOLS 7,640 6,115 12,400 13,600 6477 LOCAL MEETING EXPENSES 354 250 400 500 6478 TUITION & BOOKS 1,104 2,746 - - 6479 DUES AND SUBSCRIPTIONS 2,360 2,193 2,200 2,200 6480 LICENSES, PERMITS AND TAXES 558 619 - 700 6481 RECORDING FEES 237 746 200 300 6569 MAINTENANCE CONTRACTS 622 327 800 800 SERVICES & OTHER CHARGES 36,396 43,091 44,000 49,800 CAPITAL OUTLAY 6660 OFFICE FURNISHINGS/EQUIPMENT 9,305 6,186 9,300 6,800 6680 MOBILE EQUIPMENT 451 - - CAPITAL OUTLAY 9,756 6,186 9,300 6,800 TOTAL PUBLIC WORKS - ENGINEERING $ 1,206,354 $ 1,306,946 $ 1,138,900 $ 1,190,900 4.57% 104 i r City of &A 2008 Proposed Budget Operating Budget Public Works---Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment PURPOSE & DESCRIPTION Expenditures as % of the General Fund The purpose of the Public Works-Streets & Highways Department is to: • Provide resources and technical appli- Publio works cation of structural maintenance proced- Streets ures for public roadways, transportation 6.31% trail ways and related infrastructure keep- ing them in the best possible and safest condition economic constraints allow. • Provide resources for operational mainten- ance procedures including snow and ice control, sweeping, traffic control, street- lights and boulevard maintenance in order to provide safe conditions for citizens and the traveling public as economic constraints allow. The Public Works-Streets & Highways Department is responsible for the following functions: • Structural maintenance of infrastructure located in local public rights of way including the repair and preservation of roadways, sidewalks, trails, street lighting, signage and street drainage systems. • Provide operational maintenance including snow and ice control, street lights, cross departmental services delivery, traffic control, and the cleaning of streets and surface drainage grates. • Provide boulevard and roadside maintenance including litter/trash removal, boulevard tree trimming, and repair of related boulevard amenities. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Miles of streets maintained 234 235 235 236 Employee days spent maintaining roads/trails (5 yr. 458 614 620 620 avg. = 526) Employee days spent sweeping (5 yr. avg.= 373) 311 340 350 350 Snow removal cost per mile, annual (10 yr. avg.= $1,060 $1,643 $1,500 $1,400 $1,140) Avg weighted pavement condition rating for entire 73 74.54 75 75 street system (0-poor, 100-excellent) Residents rating street repair and maintenance as 80% N/A 80% N/A high (good or better) in survey Residents rating snow plowing of City streets as 87% N/A 87% N/A excellent in survey Residents rating trail and sidewalk winter 80% N/A 80% N/A maintenance as high (good or better) in survey 105 City Of R*n 2008 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Mana er: Tom Struve, Superintendent of Streets & Equipment Expenditures by Category HIGHLIGHTS & CHANGES Parts & Services & Overview: The Streets budget reflects an increase Supplies Other of $65,600, or 4.1 Most of the increased costs of 23.49% Charges 15.82/° materials/supplies are a result of inflation and a significant increase in the cost of energy-related products (i.e., fuel, bituminous materials, manu- Capital factured materials, etc). Personal Outlay Services 0.21% Staff projects fuel to remain near $2.75 per gallon. 60.48% Bituminous costs are anticipated to move upward to $48 per ton and much of the manufactured steel that we use for repair, plow blades, etc. will increase, though less dramatically. Salt prices have leveled off but a 5% increase is anticipated because increased fuel costs for transportation of the salt. Hisahliaht/Chansae 1: Mobile equipment repair parts, which includes cutting edges, tire replacement, etc, was underestimated in the 2007. The 2008 budget is more in line with actual costs. Financial Impact: Increase of $11,200 over 2007 budget Service Level Impact: No change; these parts help provide more efficient services and prevent safety hazards that are common when working with dangerous equipment. Hisahlight/Channe 2: The significant fluctuations in energy costs combined with the volatility of local fuel prices and the difficulty to predict future costs resulted in an estimate of a 54% increase in this line item in the 2007 budget. The 2008 budget request for this year represents a lower annual mileage/consumption of fuels and the same estimate fuel costs. Financial Impact. Decrease of $6,500 from 2007 Service Level Impact: None Hisahlight/Change_3: With the 40% increase in asphalt prices during the last year or two, the department reduced the quantities of bituminous purchased for street repairs from 1,700 tons in 2006 to 1,000 tons in the 2007 budget. The quantity of asphalt needed to maintain our streets at our established service delivery level has historically been 1,700-1,800 tons. The 1,000 tons budgeted for in 2007 was not enough to maintain our streets. The 2008 request for 1,500 tons of bituminous will allow the overall street condition index to remain level. Financial Impact: Increase of $27,000 over 2007 Service Level Impact: Budgeting enough bituminous will allow our department to maintain the City roadways, sidewalks, and trails much more effectively. This will maintain infrastructure at a high level of quality. Hiaahlisaht/Change 4_ Signs maintenance expense budget reflects the minimum costs to maintain the City's existing inventory of 8,926 signs. The 2006 budget was cut to $10,000, which was unrealistically low. The 2008 budget is more in line with actual costs. Financial Impact: Increase of $5,000 over 2007 Service Level Impact: Maintaining proper signage directly impacts the safety of the traveling public. Hisahlight/Channe 5: Contractual application of pavement striping and pavement crosswalks/messages on City roadways is increased. As with sign maintenance, this line item was budgeted unrealistically low in 2007. Financial Impact: Increase of $13,800 Service Level Impact: The annual budget dollars in this category are spent maintaining traffic control striping and messages that impact safety of the traveling public 106 i r Qtj of 10 2008 Proposed Budget Operating Budget Public Works-Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 807,067 $ 849,045 $1,003,900 $ 1,017,800 Parts and Supplies 361,791 356,730 355,100 395,400 Services and Other Charges 243,937 236,208 252,400 266;300 Capital Outlay - - 6,000 3,500 Total $1,412,795 $1,441,983 $1,617,400 $1,683,000 POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Superintendent of Streets & Equipment 0 0 0.67 0.67 1,394 Supervisor 1 1 1 1 2,080 Technician/Inspector 1 1 1 1 2,080 Maintenance Workers 10 10 10 10 20,800 Total 12 12 12.67 12.67 26,354 2008 WORK PLAN Activity Routine 1 Bituminous surface maintenance 2 Snow and ice control 3 Signs/traffic control 4 Sweeping 5 Buildings, facilities 6 Curb and gutter work 7 Crackseal 8 Boulevard/tree & storm system maintenance 9 Customer service response 10 Miscellaneous(gen. admin, sidewalk, trail maintenance, cross dept., assist.,voting, training) 107 My of 2008 Proposed Budget Operating Budget Public Works - Streets & Highways (22) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 566,956 $ 609,576 $ 691,800 $ 709,806- 6112 OVERTIME-REGULAR 35,788 15,184 28,300 29,300 6130 SALARIES AND WAGES-TEMPORARY 11,595 10,932 22,800 17,100 6131 OVERTIME-TEMPORARY 7 9 - - 6142 PERA-COORDINATED 33,744 38,054 45,000 48,000 6144 FICA 45,439 46,756 56,800 57,900 6151 HEALTH INSURANCE 78,803 90,520 114,300 106,300 6152 LIFE INSURANCE 1,203 1,286 - - 6154 DISABILITY - LONG TERM 2,277 2,445 - - 6155 WORKERS COMPENSATION 31,255 34,283 44,900 49,400 PERSONAL SERVICES 807,067 849,045 1,003,900 1,017,800 PARTS & SUPPLIES 6211 OFFICE PRINTED MATERIAUFORMS 579 - - - 6215 REFERENCE MATERIALS 213 133 100 100 6220 OPERATING SUPPLIES-GENERAL 6,033 10,552 5,300 5,300 6222 MEDICAURESCUE/SAFETY SUPPLIES 1,572 4,212 1,600 1,800 6224 CLOTHING/PERSONAL EQUIPMENT 2,883 3,213 3,000 3,300 6230 REPAIR/MAINTENANCE SUPPLIES - GENERAL 1,933 - - - 6231 MOBILE EQUIP REPAIR PARTS 63,144 58,845 45,400 56,600 6235 FUEL, LUBRICANTS, ADDITIVES 60,659 65,281 103,100 96,600 6243 HEATING OII../PROPANE/OTHER FUEL 270 1,036 - - 6255 STREET REPAIR SUPPLIES 100,349 108,582 82,600 107,300 6256 SNOW REMOVAL/ICE CONTROL SUPPL 112,775 87,244 104,000 109,400 6257 SIGNS & STRIPING MATERIAL 10,983 17,632 10,000 15,000 6270 COMPUTER SOFTWARE 398 - - - PARTS & SUPPLIES 361,791 356,730 355,100 395,400 SERVICES & OTHER CHARGES 6346 POSTAGE 18 203 100 - 6351 PAGER SERVICE FEES 175 159 - - 6355 CELLULAR TELEPHONE SERVICE 2,175 1,727 2,700 2,700 6370 GENERAL PRINTING & BINDING - - 800 800 6385 INSURANCE 24,500 25,900 27,200 28,000 6425 MOBILE EQUIPMENT REPAIR LABOR 1,756 1,925 3,500 3,500 6428 FIELD/OTHER EQUIPMENT REPAIR 45 - - - 6429 STREET REPAIR-LABOR 22,046 26,164 24,000 24,000 6457 MACHINERY AND EQUIPMENT RENTAL 7,987 9,026 8,000 8,000 6476 CONFERENCES AND SCHOOLS 3,120 3,019 4,000 4,000 6477 LOCAL MEETING EXPENSES 45 126 200 200 6478 TUITION AND BOOK REIMBURSEMENT 111 - 3,600 3,300 6479 DUES AND SUBSCRIPTIONS 152 97 300 300 6480 LICENSES, PERMITS AND TAXES 114 510 - - 6535 OTHER CONTRACTUAL SERVICES 11,810 16,498 7,300 9,300 6564 SNOW & ICE REMOVAL 113,518 94,720 124,200 124,200 6566 STRIPING 53,365 49,810 41,200 55,000 6569 MAINTENANCE CONTRACTS 3,000 6,325 5,300 3,000 SERVICES & OTHER CHARGES 243,937 236,208 252,400 266,300 CAPITAL OUTLAY 6670 OTHER EQUIPMENT - - 6,000 3,500 CAPITAL OUTLAY - - 6,000 3,500 TOTAL STREETS & HIGHWAYS $ 1,412,795 $ 1,441,983 $ 1,617,400 $ 1,683,000 4.06% 108 I ~ MY of FAPH 2008 Proposed Budget Operating Budget Public Works Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment PURPOSE & DESCRIPTION The purpose of the Public Works - Central Expenditures as %ofthe General Fund Services/Equipment Maintenance Division is to: Public Works - • Central Services provides administrative, Central Serv. clerical, and customer service support for Maint. all departments located at the Mainten- 2.11% ance Facility. This includes Streets, Equi- pment Maintenance, Water, Sewer, Parks, Forestry and Water Quality Depart-ments. • Equipment Services provides maintenance and repair for all City vehicles and equip- ment across all departments including police and fire. The Public Works - Central Services/Equipment Maintenance Division is responsible for the following functions: • Central services process all customer service requests (a total of 2,439 requests in 2004) for any maintenance services provided by the City. • Central Services manages and operates 9 unique software programs to support maintenance service delivery. • Equipment Maintenance crews maintain 192 mobile units and 139 miscellaneous pieces of equipment assuring that this equipment operates in a safe and efficient manner. • Equipment maintenance staff performs City commercial vehicle inspections, (19), and fire vehicle safety inspections, (21) annually. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target - - - Customer Service requests responded to 2,112 2,117 2,200 2,200 Units (cars/trucks/heavy equipment) serviced per mechanic 98 100 105 105 (10-city survey average: 54) Scheduled (vs. unscheduled) maintenance as % of total 60% 60% 60% 60% maintenance (industry goal/standard is 60-70%) Average Unit Downtime (industry standard is 5%) 0.7% 0.9% 0.9% 0.9% Comebacks (return for repeat work) (industry standard is 1.4% N/A 1% 0% 3%) 109 City of E*n 2008 Proposed Budget Operating Budget Public Works Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment HIGHLIGHTS & Expenditures by Category CHANGES Parts & Overview: The Central Services Department Supplies Budget is proposed to increase $30,300, or 5.7%. Personal 5.00% Services Hiahliaht/Chanue 1: Personal Services is up Services & 5.6% due to COLA and scheduled step increases 85-89% Other for newer employees. 86% of the department's Charges budget is Personal Services. Capital 6 48% Financial Impact: Increase of $25,800 over 2007 Outlay Service Level Impact: None 2.63% EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 380,910 $ 401,632 $ 457,000 $ 482,800 Parts and Supplies 28,352 28,244 27,400 28,100 Services and Other Charges 32,279 26,888 38,300 36,400 Capital Outlay - 11,572 9,100 14,800 Total $ 441,541 $ 468,336 $ 531,800 $ 562,100 110 ~ i gly of E*n 2008 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve, Superintendent of Streets & Equipment POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Superintendent of Streets & Equipment 0 0 0.33 0.33 686 Shop Supervisor/Chief Mechanic 1 1 1 1 2,080 Equipment Maintenance Workers 2 2 2 2 4,160 Office Supervisor 1 1 1 1 2,080 Clerical Technicians 2 1.5 1.5 1.5 3,120 Operations Support Specialist 0 0.5 0.5 0.5 1,040 Total 6 6 6.33 6.33 12,480 2008 WORK PLAN Activity Routine 1 General administration 2 Clerical (Streets, Central Servs., Parks, Water Resources, Forestry, Watershed Mgmt. prg.) 3 Equipment maintenance (Streets, Parks, Utilities, Emergency Services, Eng., Comm. Dev.) 4 Snow plowing (assist Street Maint.) 5 Buildings, facilities maintenance 111 City of E*n 2008 Proposed Budget Operating Budget Public Works - Central Services (24) Responsible Manager: Tom Struve., Superintendent of Streets & Equipment LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 275,908 $ 285,219 $ 324,000 $ 341,100 6112 OVERTIME-REGULAR 7,006 7,481 5,300 5,500 6130 SALARIES AND WAGES-TEMPORARY 14,898 13,614 14,300 15,000 6131 OVERTIME-TEMPORARY 212 238 - 6142 PERA-COORDINATED 16,221 18,389 20,600 22,500 6144 FICA 20,949 21,537 26,300 27,700 6151 HEALTH INSURANCE 32,788 41,447 51,900 54,100 6152 LIFE INSURANCE 593 578 - - 6154 DISABILITY- LONG TERM 1,134 1,107 - - 6155 WORKERS COMPENSATION 11,201 12,022 14,600 16,900 PERSONAL SERVICES 380,910 401,632 457,000 482,800 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 9,316 7,368 6,800 6,800 6215 REFERENCE MATERIALS 202 484 500 500 6220 OPERATING SUPPLIES-GENERAL 246 266 300 300 6224 CLOTHING/PERSONAL EQUIPMENT 558 1,114 900 1,000 6231 MOBILE EQUIP REPAIR PARTS 720 561 1,000 1,000 6234 FIELD/OTHER EQUIPMENT REPAIR 2,191 2,723 2,800 3,400 6235 FUEL, LUBRICANTS, ADDITIVES 1,686 2,974 2,500 2,500 6240 SMALL TOOLS 3,936 4,068 5,000 5,000 6241 SHOP MATERIALS 6,998 6,918 7,100 7,100 6270 COMPUTER SOFTWARE 2,499 1,768 500 500 PARTS & SUPPLIES 28,352 28,244 27,400 28,100 SERVICES & OTHER CHARGES 6328 SPECIAL EVENTS/ADMISSION FEES 2,045 - 1,500 1,500 6347 TELEPHONE SERVICE & LINE CHG 3,477 3,170 6,000 4,200 6385 INSURANCE 6,000 6,100 6,400 6,600 6425 MOBILE EQUIPMENT REPAIR LABOR 993 1,276 - - 6428 FIELD/OTHER EQUIP REPAIR-LABOR 1,370 1,086 1,300 1,300 6476 CONFERENCES AND SCHOOLS 2,441 1,781 2,500 2,500 6477 LOCAL MEETING EXPENSES - - 100 100 6479 DUES AND SUBSCRIPTIONS 35 35 100 100 6480 LICENSES, PERMITS AND TAXES 169 83 100 100 6539 WASTE REMOVAUSANITATION SERV 12,212 11,983 16,000 15,700 6569 MAINTENANCE CONTRACTS 3,537 1,373 4,300 4,300 SERVICES & OTHER CHARGES 32,279 26,888 38,300 36,400 CAPITAL OUTLAY 6630 OTHER IMPROVEMENTS - 2,125 - - 6660 OFFICE FURNISHINGS/EQUIPMENT - 9,447 5,600 3,800 6670 OTHER EQUIPMENT - - 3,500 11,000 CAPITAL OUTLAY - 11,572 9,100 14,800 TOTAL CENTRAL SERVICES $ 441,541 $ 468,336 $ 531,800 $ 562,100 5.70% 112 i t alt] of &W 2008 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Recreation/Administration Expenditures as %of the General Fund Division of the Parks and Recreation Department is to: • Develop community through provision of recreation programs, facilities and events. • Provide support and oversight to partner Recreation organizations providing leisure activities. 7.90% • Provide opportunities for leisure and social skill development. • Provide meeting spaces and facilities for community groups and private functions. • Schedule and allocate use of community facilities to provide equal benefits to all residents. The Recreation/Administration Division is responsible for the following functions: • Provide recreation programs and services to all Eagan residents. • Provide clerical support for program registrations, facility reservations, memberships & general inquiries. • Provide staff support to the Advisory Parks Commission. • Facilitate planning for future park, recreation, and,facility development. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target _ Hours of "Fiduciary" programs 7,129 9,360 8,000 9,500 Participants in "Fiduciary' programs 29,067 30,759 32,000 31,000 Hours of "Public Benefit" programs 9,154 10,169 9,500 10,200 Participants in "Public Benefit" programs 13,030 15,535 14,333 16,000 Based on City survey, % who rate City- sponsored recreation programs as good or 79% N/A 85% N/A excellent. Based on City survey, % of participants who report being satisfied with their experience in 96% N/A 98% N/A recreation programs % of program revenues to expenditures 92% 112% 126% 129% 113 City of E*u 2008 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Expenditures by CategoryServices & Overview: The proposed Recreation/Admin- Parts & Other Supplies istration budget is up $55,000, or 2.6% over 2007. Charges It reflects the addition of Art House programs and O 5. 2409% services due to an expansion of this partnership Capital agreed to in December 2006. It also reflects Outlay further refinement of budgeted revenues and Persona 0.65% expenses as more history has been gathered since services Merchandise the Fees and Charges Policy was adopted in 2005. 69.65% for Resale 0.40% Highlight/Change 1: Program expenses have inc- reased due to the Art House programs becoming fully integrated into the Fees and Charges Policy guidelines, the additions of $28,400 in CDBG funds for expanded senior programming, and closer estimation of all recreation program revenue and expenses as programs adjust to changes made in 2006 & 2007. Although individual class offerings may have shifted to meet public demands, in general, the only significant expansion of services is due to the CDBG grant dollars and Art House programs. Financial Impact: Increase program expenses $17,300 Service Level Impact: Overall, the number and level of recreation programs remains constant except for the additional programs made possible through the CDBG grant and public demand for Art House classes as these programs fully transition to Parks & Recreation programs. EXPENDITURE SUMMARY Parks & Rec Combined Recreation Parks Total Actual Actual Budget Budget Budget Budget Budget Budget Ex endi_ture 2005 2006 2007 2007 2008 2007 2008 2008 Personal Services $2,311,539 $2,383,867 $2,691,400 $1,445,400 $1,468,900 $1,246,000 $1,296,900 $2,765,800 Parts and Supplies 351,817 372,645 402,600 100,800 109,600 301,800 308,900 418,500 Services and Other Charges 527,806 526,149 658,000 489,700 508,100 168,300 172,700 680,800 Capital Outlay 45,894 34,423 30,800 9,700 13,800 21,100 28,500 42,300 Merchandise for Resale 9,132 7,734 8,300 8,300 8,500 - - 8,500 Total $3,246,188 $3,324,818 $3,791,100 $2,053,900 $2,108,900 $1,737,200 $1,807,000 $3,915,900 114 i r My of ll 2008 Proposed Budget Operating Budget Parks & Recreation-Recreation/Administration Division (30) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Director of Parks and Recreation 0.5 0.5 0.5 0.5 1,040 Superintendent of Operations 0 0 1 1 2,080 Superintendent of Recreation 1 1 0 0 - Office Supervisor 1 1 0 0 - Recreation Program Supervisor 4.8 4.8 3.8 3.8 7,904 Customer Service Coordinator 1 0 0 0 - Clerical Technicians 3.4 4.4 5.4 5.4 11,232 Recreation Program Manager 0 0 1 1 2,080 Recreation Facility Manager 0 0 1 1 2,080 Total 11.7 11.7 12.7 12.7 26,416 2008 WORK PLAN _Activity Routine - 1 Provide department administration - Parks, Recreation & Revenue Facilities 2 Providing recreation programs and services 3 Oversee development and construction projects 4 Prepare information for City Council 5 Provide support to Advisory Parks Commission 6 Provide program registration, facility reservations, and answer public inquiries 7 Provide support for special events and community partner groups. 8 Respond to concerns and suggestions from residents 9 Account for collection of revenues from all department facilities and programs 115 ~lt~ Of END 2008 Proposed Budget Operating Budget This page left intentionally blank 116 I T C, C5, 0000 $$00 poo 0°0000oDC,$op°o°o°00oo0o0aoao$ o0 ooaoQS,oa o ooo N O 1D',00 V CD ' "NCO Ocoa ' fh l~ mCY1 M 00.0 co 1C) 00 OM. 0000 Iq O ' fO tOJ - W L Q N ~:r rN-CNO~c!: Ci N~ 0;C!1 In'o m 9000 W"MMLV O,OWOC~G N 5~ N 9 8 0 0 0 0 0 p p 0 - 0 0 0 0 0 p pp 0 0 0 0 0 0 0 0' Q pp 0,00gqqq 00 O O p 00 500`00000qp 0 $ 0 CAG M'01~c~N N~ ' 3'I cot-- ' OO.O.'no too m O O O 2 to m M r W m (D'~ F! 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Q U O a' V c~wwa =Jo >z v3aa aYv`~~zd~o ~?zg =(:W w j 1,_~ mz ~zz5w oU- c»a J o o(n a .J iwWO w~H w2wo0a~o~NO22 oe ~m oW~~ ~t~n~o aLL o ea w2~~ J z a Fw zOw?0° a w7Hy0c~ p-O O Wwz rn Q wj - ~ w ~w OQ zw z - F- wwaQ rzOWw 055awnw>"wzw°zmn u~z 2~~ ow t~aj5~ 2o~ C= W zOcn M5m ~L) U wWa¢(7w wgQZw VwmogO~ 0 LLWa z~ a x~WoQgarc ~ w o81 z zpQw" mowu~ioc~w ?awwQ mw C0. a' W O J 'w:3 U O m (D a Y o U m H W W W 2 - h , to 0 w LL w C) W W _j C- a' 7zmw owm- O Iy1 W'd JJ-Qm 709- 'M W 0 t~ U. ~ g F. N aaUUaC7?wz2co mLL ca 2L) 0J~-O(~ m8 00 J i a City of 11 2008 Proposed Budget Operating Budget Parks & Recreation--Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Parks Division of the Parks & Expenditures as %of the General Fund Recreation Department is to: • Provide safe opportunities for residents to gather as a community. • Support league, tournament and public play. Parks • Ensure the availability of clean, safe, qua- 6.77% lity facilities, play features and amenities. • Facilitate reservations, community-based special events and recreational initiatives. • Coordinate the development of new park features and amenities per the budget and CIP. • Cooperate and coordinate with other providers of community recreational facilities. • Maintain the visual and physical integrity of City parks and grounds. • Assist other City Departments as required and/or requested. The Parks Division is responsible for the following functions: • Implementing an effective turf and grounds management. • Repairing and maintain park buildings, structures and hardscapes. • Promptly responding to citizen requests. • Creating and maintaining winter recreational opportunities, assisting with snow removal. • Providing logistical and physical support to special events. • Supporting departmental recreational programs. • Constructing and installing new park features and amenities. PERFORMANCE INDICATORS 2005 2006 2007 2008 Descri tion Actual Actual Estimate Target % of citizens who rate park facilities as good or excellent 90+% N/A 94% N/A (biennial survey) % of pavilion/shelter users rating service and cleanliness as 93+% 95% 95/0 0 0/o 0 good or excellent (follow-up mail surveys) Games canceled on City fields due to nonweather related N/A 0 < 3 < 3 conditions Outdoor hockey rinks with skatable ice 15 15 15 15 Acres mowed regularly by Parks staff 510 517 517 517 Adult team overall ave. ratings of league softball sites (0-5 4 4.1 4 4 year end Mgr survey) 119 911 Of 0 2008 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation HIGHLIGHTS & CHANGES Expenditures by Category Parts & Supplies Overview: The Parks Division budget reflects an 17.09% Services & increase of $69,800, or 4.0% over 2007. $50,900 Other of the increase is comprised of COLA and step Charges increases on existing staff. 9.56% Person Highlight/Change 1: The transition of the Art Persona go; capital House to a City operated facility will necessitate Services Outlay additional expenditures for utilities, supplies and 71.77% 1.58% contractual cleaning. Financial Impact: Estimated at $4,200 for 2008 and will be an ongoing maintenance expense Service Level Impact: Additional program offerings are now available; no significant impact on Maintenance services is expected. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 2,311,539 $ 2,383,867 $1,246,000 $1,296,900 Parts and Supplies 351,817 372,645 301,800 308,900 Services and Other Charges 527,806 526,149 168,300 172,700 Capital Outlay 45,894 34,423 21,100 28,500 Merchandise for Resale 9,132 7,734 - - Total $ 3,246,188 $ 3,324,818 $ 1,737,200 $ 1,807,000 120 City0iRap 2008 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Director of Parks and Recreation 0.5 0.5 0.5 0.5 1,040 Parks Superintendent 0.85 0.85 0.85 0.85 1,768 Park Maintenance Supervisor 1 1 1 1 2,080 Park Operations Supervisor 1 1 1 1 2,080 Parks Planner/Landscape Architect 1 0 0 0 - Park Maintenance Workers 9.4 9.4 9.4 9.4 19,552 Total 13.75 12.75 12.75 12.75 26,520 2008 WORK PLAN Activity Routine 1 Maintain City park grounds, turf and irrigation systems 2 Maintain City park buildings, facilities, amenities and infrastructure 3 Install new park features 4 Mow boulevards and turf at all City buildings 5 Prepare athletic fields for community and league use 6 Provide support for special events and scheduled use of facilities 7 Develop and maintain winter recreational sites 8 Provide support to other departments and divisions 9 Prepare and monitor divisional budget and CIP 10 Administration and supervision 11 Provide input and logistical support to the APrC 12 Implement CIP initiatives 13 Implement master planning process/recommendations, 20/20 & PE 121 City of HapIl 2008 Proposed Budget Operating Budget Parks & Recreation-Parks Division (31) Responsible Manager: Juli Johnson, Director of Parks & Recreation SEE RECREATION/ADMINISTRATION DIVISION (30) FOR COMBINED LINE-ITEM DETAIL 122 City of 2008 Proposed Budget Operating Budget Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation PURPOSE & DESCRIPTION The purpose of the Tree Conservation Department Expenditures as a % of the General Fund is to: • Maintain existing trees and landscaping in parks, public facilities, and boulevards. Tree • Install new trees and landscaping in parks, Conservation public facilities, and boulevards. 1.77% • Review and manage tree preservation per the City Tree Preservation Ordinance. The Tree Conservation Department is responsible for the following functions: • Conduct the City shade tree disease program. • Conduct the annual City-sponsored Arbor Day program. • Conduct the biennial public tree sale. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target 606 655 655 670 Landscape beds maintained % of private oak wilt sites that perform 60% 70% 80% 85% recommended/needed management activities Buckthorn pickups 110 110 110 110 Square miles of boulevard streets to manage tree architecture 4.75 4.75 4.75 164 "Converted to linear miles for 2008 123 City of EALaa 2008 Proposed Budget Operating Budget Parks & Recreation--Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation Services & HIGHLIGHTS & CHANGES Expenditures PartC&ategory Other Overview: The Tree Conservation budget request Supplies Charges reflects a $7,500 increase, or 1.6% over 2007. 9.37% 7.72% Capital Hiahliaht/Channe 1: The tree sale is held only in Outlay odd-numbered years. 10.24% Financial impact: $15,000 less in 2008 budget Rer Merchandise Service level impact: None; the next tree sale will Servvices ices 71.08% for Resale be held in 2009 as scheduled. 1.59% Hinhht/Chanste 2: Contractual tree manage- ment work is proposed in Caponi Art Park as part of an ongoing Forest Management Plan, agreed to by the City in partnership with the Caponi Art Park agreements. One application of tree fertilization and/or insecticide will be made to significant trees within the park. The specific management activity depends upon the current need (i.e., insect infestation, or oak wilt infection, etc.). The 2008 work will be an insecticide application of mature birch trees to prevent further attack from bronze birch borer (which is currently affecting the birch trees at this site). Financial impact: $4,000 for 2008. Future amounts will be determined and planned through site observations performed by the Supervisor of Forestry and consultant. Service level impact: This service is part of the partnership agreement between the City and the Caponi Art Park. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 _ 2008 Personal Services $ 269,830 $ 314,229 $ 322,500 $ 335,200 Parts and Supplies 35,179 40,028 40,700 44,200 Services and Other Charges 35,241 36,485 32,200 36,400 Capital Outlay 32,119 36,496 46,200 48,300 Merchandise for Resale 13,871 5,687 22,500 7,500 Total $ 386,240 $ 432,925 $ 464,100 $ 471,600 124 p my of R*R 2008 Proposed Budget Operating Budget Parks & Recreation-Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Supervisor of Forestry 1 1 1 1 2,080 Parks Superintendent 0.15 0.15 0.15 0.15 312 Park Maintenance Worker 1 1 1 1 2,080 Forester/Maintenance 0.6 0.6 0.6 0.6 1,248 Total 2.75 2.75 2.75 2.75 5,720 2008 WORK PLAN Activity Routine 1 Administrative and supervisory responsibilities 2 Maintenance of trees in city parks, public facilities, and boulevards 3 Maintenance of landscape plants in city parks, public facilities, and boulevards 4 Insect and plant disease monitoring and treatment activities 5 Provide support to other departments and divisions 6 Implement invasive plant management activities 7 Plan for and implement public tree sale 8 Participate in development of Eagan master plan 125 My OiEagn 2008 Proposed Budget Operating Budget Parks & Recreation - Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 127,290 $ 160,843 $ 166,500 $ 174,100 6112 OVERTIME-REGULAR 658 2,187 2,000 2,000 6130 SALARIES AND WAGES-TEMPORARY 91,143 87,459 88,900 90,000 6131 OVERTIME-TEMPORARY 1,015 1,109 1,600 2,000 6142 PERA-COORDINATED 11,386 12,675 10,600 11,600 6144 FICA 16,408 18,821 19,800 20,500 6151 HEALTH INSURANCE 15,114 22,982 25,100 26,500 6152 LIFE INSURANCE 251 329 - - 6154 DISABILITY - LONG TERM 488 635 - 6155 WORKERS COMPENSATION 6,077 7,189 8,000 8,500 PERSONAL SERVICES 269,830 314,229 322,500 335,200 PARTS & SUPPLIES 6210 OFFICE SUPPLIES 388 151 500 500 6215 REFERENCE MATERIALS 27 - 100 100 6220 OPERATING SUPPLIES-GENERAL 4,650 5,933 6,000 6,200 6222 MEDICAL/RESCUE/SAFETY SUPPLIES 799 1,066 700 800 6224 CLOTHING/PERSONAL EQUIPMENT 1,222 887 1,000 1,600 6230 REPAIR/MAINTENANCE SUPP-GENL - (763) - - 6231 MOBILE EQUIP REPAIR PARTS 2,899 4,007 2,500 3,000 6235 FUEL, LUBRICANTS, ADDITIVES 7,860 8,823 9,900 9,000 6240 SMALL TOOLS 2,100 1,299 3,000 3,000 6244 CHEMICALS & CHEMICAL PRODUCTS 6,261 10,116 8,000 10,000 6250 LANDSCAPE MATERIAL & SUPPLIES 8,973 8,508 9,000 10,000 6270 COMPUTER SOFTWARE - - " PARTS & SUPPLIES 35,179 40,028 40,700 44,200 SERVICES & OTHER CHARGES 6310 PROFESSIONAL SERVICES-GENERAL 3,140 2,107 3,000 3,000 6346 POSTAGE - 90 100 100 6351 PAGER SERVICE FEES 182 71 - 100 6353 PERSONAL AUTO/PARKING 76 27 100 100 6355 CELLULAR TELEPHONE SERVICE 572 234 1,500 1,600 6370 GENERAL PRINTING AND BINDING 658 172 400 400 6385 INSURANCE 2,700 3,200 3,400 3,500 6425 MOBILE EQUIPMENT REPAIR LABOR 2,154 1,307 500 800 6457 MACHINERY AND EQUIPMENT 1,805 2,184 2,000 3,000 6476 CONFERENCES AND SCHOOLS 593 1,479 2,000 1,600 6477 LOCAL MEETING EXPENSES 39 - 100 100 6479 DUES AND SUBSCRIPTIONS 214 224 200 200 6535 OTHER CONTRACTUAL SERVICES 16,026 20,406 15,500 18,500 6545 TREE REMOVAL 7,082 4,983 3,000 3,000 6569 MAINTENANCE CONTRACTS - - 400 400 SERVICES & OTHER CHARGES $ 35,241 $ 36,485 $ 32,200 $ 36,400 126 y City Of Eapn 2008 Proposed Budget Operating Budget Parks & Recreation Tree Conservation (32) Responsible Manager: Juli Johnson, Director of Parks & Recreation LINE ITEM DETAIL (CONT'D) Actual Actual Budget Budget Acct CAPITAL OUTLAY 2005 2006 2007 2008 6630 OTHER IMPROVEMENTS $ 25,226 $ 36,496 $ 40,000 $ 40,000 6660 OFFICE FURNISHINGS AND EQUIPMENT 4,018 - - - 6670 OTHER EQUIPMENT 2,875 - 6,200 8,300 CAPITAL OUTLAY 32,119 36,496 46,200 48,300 MERCHANDISE FOR RESALE 6855 MERCHANDISE FOR RESALE 9,200 - 15,000 - 6860 COST SHARING - OAK WILT 4,671 5,687 7,500 .7,500 MERCHANDISE FOR RESALE 13,871 5,687 22,500 7,500 TOTAL TREE CONSERVATION $ 386,240 $ 432,925 $ 464,100 $ 471,600 1.62% 127 Qt, of ll 2008 Proposed Budget Operating Budget This page left intentionally blank 128 i City Of Bagin 2008 Proposed Budget Operating Budget Government Buildings (33) Responsible Manager: Howard Favilla, Building Maintenance Supervisor PURPOSE & DESCRIPTION The of the Government Buildings Depart- Expenditures as a %of the General Fund purpose Building ment is to: Nbainenance • Provide for the general maintenance, 2.48% repair and operation of the municipal center, police department, fire administ- ration building and municipal maintenance facility. • Provide a safe and clean working environ- ment for staff and visitors. • Act as a building maintenance resource for other City facilities. The Government Buildings Department is responsible for the following functions: • Maintain mechanical and operating systems in five municipal buildings. • Maintain life safety and building equipment under vendor contracts including generators and fire systems. • Manage vendor contracts for elevator, janitorial and waste hauler services. • Monitor building cleaning by the contracted janitorial service, which includes interior office spaces, meet- ing rooms, kitchens, bathrooms and open areas and supervise specialized services such as window cleaning, carpet cleaning, or tile maintenance. • Coordinate tenant support, security and property maintenance for buildings and property purchased by the City for redevelopment. PERFORMANCE INDICATORS 2005 2006 2007 2008 Description Actual Actual Estimate Target Square footage of buildings maintained 200,000 200,000 200,500 200,500 Buildings controlled by Energy Management System 2 2 2 2 Maintenance contracts monitored 7 7 7 7 Light bulbs used per year for recycling 731 695 700 700 Hours backup generator runs (per MPCA) 84 90 93 95 Paper work order requests N/A N/A N/A 150 E-mail work order requests N/A NIA N/A 600 129 City of Eagn 2008 Proposed Budget Operating Budget Government Buildings (33) Responsible Manager: Howard Favilla, Building Maintenance Supervisor HIGHLIGHTS & CHANGES Expenditures by Category Overview: The proposed Government Buildings Parts & Services & budget represents a $23,700 increase, or 3.7% Supplies other over 2007. Increases in energy costs comprise the 10.15% Charges largest additions to the budget totals. 60.61 Rio Highlight/Change 1: Heating/Oil/Propane/Other Personal Capital Fuel is increased to reflect higher costs for services outlay emergency generators. The cost of fuel and not a 28.64% o.so% higher demand by Dakota Electric contributed to the request for increase to the budget. Financial Impact: $8,000 increase in 2008. Service Level Impact: None Highlight/Channe 2: Natural Gas Service is increased to reflect higher costs of natural gas. Financial Impact: $5,000 increase over 2007 Service Level Impact: None Highlight/Chanue 3: Janitorial services is increased to reflect higher cost of items not covered under general contract, such as window and carpet cleaning, as well as special requests for cleaning. Financial Impact: $6,000 increase over 2007 Service Level Impact: This service maintains a clean and safe working environment for staff. EXPENDITURE SUMMARY Actual Actual Budget Budget Expenditure 2005 2006 2007 2008 Personal Services $ 172,415 $ 177,138 $ 184,400 $ 189,900 Parts and Supplies 67,835 68,555 56,200 67,300 Services and Other Charges 381,654 381,523 390,600 401,900 Capital Outlay 8,125 3,924 8,200 4,000 Total $ 630,029 $ 631,140 $ 639,400 $ 663,100 130 i a *myofw 2008 Proposed Budget Operating Budget Government Buildings (33) Responsible Manager: Howard Favilla, Building Maintenance Supervisor POSITION INVENTORY Personnel 2005 2006 2007 2008 Hours Building Maintenance Supervisor 1 1 1 1 2,080 Building Maintenance Workers 2 2 2 2 4,160 Total 3 3 3 3 6,240 200$ WORK PLAN Activity Routine 1 Building maintenance and management of HVAC systems, building rounds 2 Recycling,setting up and tear down of rooms, snow removal, cleaning carpets and rooms 3 Vendor relations involving contracts, repairs and code reinforcement 131 City of Eapo zoos Proposed Budget Operating Budget Government Buildings (33) Responsible Manager: Howard Favilla, Building Maintenance Supervisor LINE ITEM DETAIL Actual Actual Budget Budget Acct PERSONAL SERVICES 2005 2006 2007 2008 6110 SALARIES AND WAGES-REGULAR $ 129,390 $ 131,307 $ 137,900 $ 141,900 6112 OVERTIME-REGULAR 6,013 5,882 2,000 3,000 6142 PERA-COORDINATED 7,393 8,311 8,700 9,400 6144 FICA 9,702 10,014 10,700 11,100 6151 HEALTH INSURANCE 13,899 15,293 18,400 17,700 6152 LIFE INSURANCE 264 272 - - 6154 DISABILITY - LONG TERM 396 412 - - 6155 WORKERS COMPENSATION 5,358 5,647 6,700 6,800 PERSONAL SERVICES 172,415 177,138 184,400 189,900 PARTS & SUPPLIES 6210 OFFICE SUPPLIES - 231 100 100 6220 OPERATING SUPPLIES-GENERAL - 183 200 200 6222 MEDICAURESCUE/SAFETYSUPPLIES 1,955 1,785 1,000 1,300 6223 BUILDING/CLEANING SUPPLIES 17,536 19,654 20,000 22,000 6224 CLOTHING/PERSONAL EQUIPMENT 567 599 800 700 6230 REPAIR/MAINTENANCE SUPP-GENL 1,105 104 1,000 1,000 6231 MOBILE EQUIP REPAIR PARTS 101 595 300 300 6232 SMALL EQUIPMENT REPAIR PARTS - - 100 100 6233 BUILDING REPAIR SUPPLIES 36,425 29,029 22,000 22,000 6235 FUEL, LUBRICANTS, ADDITIVES 1,409 2,311 1,500 2,400 6240 SMALL TOOLS. - - 200 200 6243 HEATING OIUPROPANE/OTHER FUEL 8,737 14,064 9,000 17,000 PARTS & SUPPLIES 67,835 68,555 56,200 67,300 SERVICES & OTHER CHARGES 6347 TELEPHONE SERVICE (BACKUP GENERATOR) 690 729 700 700 6351 PAGER SERVICE FEES 109 269 300 300 6353 PERSONAL AUTO/PARKING - - 100 100 6385 INSURANCE 7,900 9,500 10,000 10,300 6405 ELECTRICITY 105,935 105,710 120,000 120,000 6410 NATURAL GAS SERVICE 62,675 56,420 50,000 55,000 6426 SMALL EQUIPMENT REPAIR-LABOR - - 100 100 6427 BLDG OPERATIONS/REPAIR-LABOR 57,305 64,902 64,000 64,000 6476 CONFERENCES AND SCHOOLS - - 100 100 6477 LOCAL MEETING EXPENSES 228 - 100 100 6480 LICENSES, PERMITS AND TAXES 105 144 500 500 6537 JANITORIAL SERVICE 119,112 120,330 112,000 118,000 6539 WASTE REMOVALISANITATION SERV 1,625 2,294 3,600 3,600 6569 MAINTENANCE CONTRACTS 25,970 21,225 29,100 29,100 SERVICES & OTHER CHARGES 381,654 381,523 390,600 401,900 CAPITAL OUTLAY 6620 BUILDINGS 3,706 3,924 4,000 4,000 6630 OTHER IMPROVEMENTS 4,087 - 4,200 - 6680 MOBILE EQUIPMENT 332 - CAPITAL OUTLAY 8,125 3,924 8,200 4,000 TOTAL GOVERNMENT BUILDINGS $ 630,029 $ 631,140 $ 639,400 $ 663,100 3.71% 132 T